Annual Report 2002 - 2003 [pdf ] - Tourism Western Australia

2002-2003 

ANNUAL REPORT 

Western Australian Tourism Commission 

Convention and Incentive Travel 

Destination Marketing 

Industry Development 

Event Tourism 

Visitor Servicing


ANNUAL REPORT 

Western Australian Tourism Commis 

Message to the Minister 

To the Honourable Bob Kucera APM JP MLA 

Minister for Tourism 

In accordance with the requirements of section 66 of the Financial 

Administration Audit Act 1985, it is my pleasure to submit for your information 

and presentation to Parliament, the Annual Report of the Western Australian 

Tourism Commission for the year ended 30 June 2003. 

The Annual Report has been prepared in accordance with the provisions of the 

Financial Administration and Audit Act 1985. 

2 

2002 - 2003 Annual Report 


Alan Mulgrew 

CHAIRMAN 

Western Australian Tourism Commission Board 

29 August 2003

sion 

Purnululu National Park received World Heritage listing in 2003 

Contents 

Western Australian Tourism Commission In Profile 

Chairman’s Report 

Chief Executive’s Report 

2002-2003 Year In Review 



Convention and Incentive Travel 


Visitor Servicing 

Outlook for 2003/2004 

Our People 

Corporate Governance 

Key Performance Indicators 

Financial Statements 

Appendices 

Page 

4 

6 

7 

8 

10 

15 

19 

21 

24 

27 

30 

33 

39 

60 

85 

3 


Western Australian Tourism Commission

WATC PROFILE 

Western Australian Tourism 

Commission in Profile 

The Pinnacles 

Values 

The Western Australian Tourism Commission 

is committed to performance excellence, in 

partnership with the industry. The core values 

underlying this commitment are: 

Vision 

Make Western Australia the 

world’s natural choice 

Mission 

Accelerate the sustainable 

growth of tourism for the 

long term benefit of Western 

Australia. 

Trust 

We communicate freely, honestly and fairly 

Effectiveness and Openness 

We provide an open and positive working 

environment in which everyone can perform his 

or her tasks effectively 

Cooperativeness 

We achieve results through hard work at all levels 

Innovation 

We initiate changes and innovation in order to 

enhance our performance 

Motivation 

4 



We encourage, deliver and acknowledge 

excellence in all aspects of our operation 

Customer Focus 

We are committed to service excellence 

exceeding expectations 

Respect 

We are accountable for the funding and 

resources invested in us 

Karri Forest - South West


outcomes and outputs: 


contributes to the government strategic objective of 

“a growing and diversified economy” by achieving the 

following outcomes: 

• Western Australia is promoted as an attractive 

destination; 

• An enhanced tourist industry, infrastructure 

and product base. 

The outcomes are achieved through the following 

services (outputs): 

• Destination Marketing; 

• Event Tourism; 

• Convention and Incentive Travel; 

• Industry Development; 

• Visitor Servicing. 

PROFILE 

Scuba Diving - Ningaloo 

Who we are 

The Western Australian Tourism Commission has 163 staff, primarily located in Perth, with national and 

international marketing staff in Brisbane, Sydney, Melbourne, London, Munich, Singapore, Tokyo and Kuala Lumpur 

as well as regional managers in Broome, Karratha, Geraldton, Carnarvon, Northam, Kalgoorlie, Mandurah, Bunbury 

and Albany. 

Our clients 

The Western Australian Tourism Commission has several main groups of customers, stakeholders and partners: 

Travel consumers; 

Tourism industry; 

Event industry; 

General business community; 

Government. 

Our visitors 

In the 2002 calendar year, tourism generated $3.8 billion in visitor expenditure for Western Australia. 

Western Australia recorded 6.8 million domestic visits - including 890,000 interstate visitors - and 560,000 

international visitors. 

Western Australia’s top international markets in 2002 were the United Kingdom, Singapore, Japan, Malaysia and 

New Zealand. 

(Source: Bureau of Tourism Research National and International Visitor Surveys, 2002) 

5 

WATC 



CHAIRMAN’S REPORT 

Chairman’s Report 

The past year has been a difficult one for the tourism much greater achievements can be gained for the 

industry, with many of the fundamentals that underpin tourism industry by harnessing the synergies across the 

the industry being challenged across our intrastate, economy. 

interstate and international market sectors. 

Western Australia has a unique and exciting tourism 

Western Australia’s tourism industry looked to the product and we are increasingly well-positioned to 

Western Australian Tourism Commission for leadership realise our tourism potential. To this end, the Western 

and we have responded by aggressively pursuing a Australian Tourism Commission will look to review its 

package of reforms, in close consultation with our branding to differentiate Western Australia as a ‘must 

industry partners, which is refining the way in which visit’ special place, with a tangible difference from 

we do business and strengthening our relationships other destinations. 

with our clients and stakeholders. 

It has been a tough year, however much has been 

The Commission adopted a holistic approach involving achieved by the Commission. I thank the Commission 

both short term initiatives, such as those funded 

team for a great effort during the year and, in 

through the $5 million State Government crisis 

particular, our Chief Executive, Richard Muirhead, and 

funding to deliver immediate results in response to his executive team for their leadership and guidance, 

market shifts, combined with fundamental structural without which the achievements over the last year 

change to establish the Western Australian Tourism would not have been possible. 

Commission as an innovative business with transparent 

and measurable outcomes. 

I would also like to recognise the assistance of the 

tourism industry who, as individuals and through their 

The initiatives implemented as a result of the 

associations, have continued to work collaboratively 

Partnership 21 Review in product development, 

with the Commission to address the tourism issues that 

marketing, event tourism and communications have are central to an ongoing viable industry. 

already started to produce positive outcomes. 

Finally, I would also like to thank the Board of 

The final plank in this restructuring agenda was the Commissioners for their focus and commitment to the 

announcement of the New Concept for State Tourism: raft of issues and reforms addressed throughout the 

A Zone Strategy for Western Australia, whereby the year. 

existing ten Regional Tourism Associations will be 

regrouped under five largely autonomous Regional 

Tourism Organisations. Importantly, this restructure will 

result in these five new Regional Tourism Organisations 

adopting the responsibility for all the intrastate tourism 

marketing within Western Australia. This major shift 

in the way tourism around the State is managed will Alan Mulgrew 

be implemented over a four month window and our CHAIRMAN 

objective is for it to be effective as of January 1, 2004. August 2003 

6 



Our five year strategic plan will be launched in the first 

quarter of 2003-2004 and will reflect an ambitious 

approach that will challenge the strategic abilities of 

the Commission as it consolidates its business model. 

This five year strategic plan not only focuses on 

traditional tourism objectives but also provides 

guidance on embracing a more inclusive, whole-of- 

Government and whole-of-business, approach to 

developing the tourism industry. It recognises that

Chief Executive’s Report 

This year has been a volatile period for the tourism Within this challenging environment, the 

industry with a variety of external influences giving rise comprehensive restructure of the organisation was 

to a more uncertain environment for many operators. completed this year. This has allowed us to focus our 

Declining visitor numbers, globally, resulted in everincreasing 

competition between Australian States and draw the different arms of the Commission together 

work areas more closely around our key objectives, 

Territories, and between countries to attract a share of and achieve better outcomes as a result of a more 

the available tourist dollar. 

holistic approach. 

Over the past year, the Western Australian Tourism Despite the intense focus that has been necessary on 

Commission has constantly taken the initiative to 

our core activities of Marketing and Communication, 

explore new and different ways to further develop the Events and Business Tourism and Industry Development 

tourism industry in this State and increase Western and Visitor Servicing, the Western Australian Tourism 

Australia’s share of the domestic and international Commission has been responsible for developing, in 

tourism markets. In many instances, marketing 

conjunction with all stakeholders, A New Concept for 

activities were used to stimulate business for those State Tourism: A Zone Strategy for Western Australia. 

sectors most affected by the war in Iraq, Severe Acute The outcome of this new initiative, which was finalised 

Respiratory Syndrome (SARS), a reduction in airline only after an unprecedented level of consultation 

capacity and a global economic downturn. 

with all stakeholders, will shape tourism in Western 

Australia in the future. 

Despite these events, in 2002 tourism was worth $3.8 

billion in direct expenditure to Western Australia. 

This, combined with the review of Partnership 21, on 

$2.25 billion of this was new expenditure injected which we reported to the industry in November 2002, 

into the State, including an estimated $1.3 billion of and the ensuing work on a five year strategic plan has 

expenditure by international visitors and $0.9 billion by meant that the resources of the Commission have been 

interstate visitors. 

stretched and I would like to thank all staff and their 

families who supported them, for their efforts in what 

Whilst the tourism industry is increasingly being 

has been an exceedingly challenging year. 

recognised as a major economic contributor and 

employer of Western Australians, global events already I would also like to take the opportunity to thank 

mentioned continued to erode consumer confidence in our Board of Commissioners, which whilst constantly 

travel in the last 12 months. 

challenging the organisation, has been extremely 

supportive of our endeavours. 

A contingency initiative known as the National 

Tourism Crisis Response Plan was developed at the The release of our five year Strategic Plan in September 

direction of the Tourism Minister’s Council in 2002. The 2003 and a study of visitor services across the State will 

implementation of this plan was triggered very soon continue to press our capabilities in the year ahead, 

after, with the outbreak of war in Iraq and the impact however we will then have largely completed a major 

of SARS in early 2003. 

reform agenda driven by our Board which I believe 

places the Western Australian Tourism Commission 

We worked closely with industry stakeholders 

and the tourism industry in Western Australia in a firm 

as part of this Crisis Response Plan, quickly and 

position to benefit from the challenges ahead. 

efficiently reaching informed decisions and instigating 

appropriate action. The hallmark of this strategy was 

close cooperation between all the States and Territories 

and the Commonwealth in close liaison with industry, 

resulting in unprecedented information flows to all 

players. The Western Australian Tourism Commission 

was a key player in this cooperation and it, along with 

aggressive and dynamic marketing activities, appears Richard Muirhead 

to have paid off. 

CHIEF EXECUTIVE OFFICER 

August 2003 

7 

CHIEF EXECUTIVE’S REPORT 



2002-2003 YEAR IN REVIEW 

8 



2002-2003 Year in Review 

2002-2003 has again been a year of constant 

challenge for the tourism industry. 

The ongoing presence of terrorist threats, the Bali 

bombings, escalation of war in Iraq and a global 

health scare brought about through SARS have created 

unexpected hurdles for an industry still recovering from 

the events of September 2001. 

Destination marketers across the globe have had 

to revise strategies, moving away from brand and 

destination marketing to focus on short term tactical 

activity to drive business to market as a result of global 

economic uncertainty. 

Following on from the successful implementation 

of its Crisis Marketing Plan developed in September 

2001, the Western Australian Tourism Commission 

took a leadership role, providing the local industry 

with cooperative marketing opportunities to maintain 

business during these difficult times. 

Hamelin Bay - South West 

International consumer marketing activities planned 

by the Western Australian Tourism Commission were 

deferred in favour of domestic marketing campaigns 

aimed at capitalising on a growing consumer trend to 

holiday closer to home. 

While domestic tourism led the way in 2002, there has 

been a softening of this market in early 2003. 

Competition for events and business tourism has also 

continued to intensify over the last year. The Western 

Australian Tourism Commission has aggressively 

pursued sporting, cultural and conference events. 

Western Australia achieved a sporting coup in 2003 with 

a successful bid to host the Australian Surf Lifesaving 

Championships from 2007-2009. 

The Western Australian Tourism Commission was proud 

to host some 600 delegates in Perth during May 2003 

for the Australian Tourism Export Council Symposium. 

This event was worth more than $2 million to the local 

economy and it was the first time this State has hosted 

Food and wine tourism - a growing niche market 

the annual event.

A major focus for the year has been the development 

of a new direction to drive regional tourism forward in 

Western Australia. The New Concept for State Tourism: 

A Zone Strategy for Western Australia has involved 

extensive consultation around the State over seven 

months and has created a template for redefining how 

the Commission and regional tourism organisations 

will work together. 

The aviation industry has faced downturns in turnover 

and profit in the last year, an issue of particular 

importance to a State such as Western Australia which 

is heavily reliant on air access. However, there have 

been positive outcomes from this sector in the last 

year, with some airlines increasing services to Perth. 

In the domestic market, Qantas and Virgin Blue have 

increased their services to and from Perth as well as 

recognising the potential in regional services between 

Broome and the eastern capitals of Melbourne and 

Adelaide. 

Domestic capacity has grown to almost match pre- 

Ansett collapse service levels, however, there is still a 

shortage of regular passenger transport services on 

some intrastate routes and in some cases a lack of 

competition. 

Internally, the Western Australian Tourism Commission 

has completed a major restructure which has 

streamlined operations and placed an increased focus 

on partnerships with key industry partners. 

The Western Australian Tourism Commission signed a 

Memorandum of Understanding with the State’s Regional 

Development Commissions (RDCs) which has created a 

closer alignment. Some of the Western Australian Tourism 

Commission’s regional managers are now being colocated 

with RDC staff as part of this agreement. 

No significant events have occurred after 30 June 

2003 to the date of signing this report which would 

adversely affect the operations of the Western 

Australian Tourism Commission. 


Rugby team captains and international press in Kings Park on the eve of Rugby World Cup 2003 

9 





The Marketing and Communication Division 

accelerates growth in the economic value of tourism 

throughout Western Australia. This is achieved by: 

• Developing and implementing marketing and 

communication strategies to build awareness and 

desire to visit Western Australia; 

• Increasing visitation, yield and dispersal from 

identified target markets; 

• Providing meaningful and actionable research 

to guide strategies and actions of the Western 

Australian Tourism Commission, the Western 

Australian tourism industry and potential 

participants in the tourism industry; 

• Communicating proactively and effectively with 

industry, government and the people of Western 


Destination Marketing Overview of 

2002 - 2003 

Many of the Western Australian Tourism Commission’s 

traditional Brand WA campaigns were placed on 

hold due to global events in the last year, shifting the 

focus of international consumer marketing activities 

to developing consumer awareness through targeted 

media relations programs and participation at major 

consumer travel shows. 

Through the Western Australian Tourism Commission’s 

media relations activities and participation in the Australian 

Tourist Commission’s Visiting Journalists Program (VJP), the 

Commission hosted over 188 media visits involving more 

than 590 influential media visitors during the year. 

As the Western Australian Tourism Commission looked 

to more segmented approaches to intrastate and 

interstate markets, the online component of marketing 

activities was increased and new intrastate campaigns 

were introduced to assist the industry through off peak 

and shoulder seasons in the metropolitan area and 

northern regions of the State. 

Extensive marketing effort was placed on leveraging 

Perth’s hosting of the Australian Tourism Export 

Council Symposium to promote the State to this 

influential audience of 600 inbound tour operators. 

10 



Bottle Beach, Francois Peron National Park

Major Destination Marketing 

Achievements 2002 - 2003 

• Gained significant trade exposure for Western 

Australia through hosting the Australian Tourism 

Export Council (ATEC) Symposium in May, with 

600 delegates travelling to Perth. Many also 

visited regional areas on familiarisation tours. 

The event generated approximately $2 million in 

expenditure in Western Australia. 

• Increased the number of familiarisation 

participants by 300 per cent on the previous year. 

More than 1000 media and trade representatives 

were exposed to Western Australia’s 

tourism products and services through the 

familiarisations program. The Western Australian 

tourism industry gave strong support to the 

familiarisation program, providing products and 

services worth approximately $2 million. 

• Hosted two major trade familiarisations with 

Virgin Blue and Qantas, with 100 interstate 

retail travel agents participating to expand their 

product knowledge of Western Australia. 

• Participated in major travel trade events, 

including an increased presence at the Australian 

Tourism Exchange as well as promotion of 

Western Australia at OzTalk 2003, the Malaysian 

Association of Travel and Tourism Agents 

(MATTA) consumer fair, the National Association 

of Travel Agents Singapore (NATAS) consumer 

fair and caravan and camping consumer shows 

in eastern states of Australia. 

• Increased focus on online marketing, with 

online elements being added to many marketing 

campaigns such as Winter Breaks, and initiated 

redevelopment of the Commission’s website, 

which will be launched in the coming year. 

• Took proactive opportunities to market Western 

Australia through events such as the introduction 

of Emirates’ services, by conducting marketing 

campaigns in Europe and Dubai. 

• Undertook major interstate marketing campaigns 

with industry partners promoting Perth/Fremantle 

and Broome, including press, television and 

outdoor advertising which resulted in increased 

travel bookings. 

• Initiated ‘The Great Pamper Package’ campaign 

to raise occupancy rates at metropolitan hotels 

following consultation with industry partners, 

Tourism Council Western Australia and Australian 

Hotels Association (WA). 

• Initiated a new northern campaign, ‘Magnetic 

North’, to assist in driving intrastate tourism 

business to the Gascoyne, Mid West, Pilbara 

and Kimberley regions during shoulder/off peak 

season of October to March. Some 85 industry 

partners participated in this campaign. 

• Undertook research into the effectiveness of the 

2002 Winter Breaks campaign to strengthen 

the 2003 campaign and increase returns for 

industry participants. In 2003, Winter Breaks 

had a dedicated website for the first time, which 

has proved popular. Booking statistics indicate 

that the Winter Breaks campaign is worth an 

estimated $3 million annually. 

• Granted $219,547 in funding through the 

Western Australian Regional and Rural Marketing 

Assistance Scheme to regional tourism operators 

to increase tourism promotion and new business 

generation for regional Western Australia. 

• Undertook photo shoots in several regions as 

part of a $300,000 update of the Commission’s 

image library. An increased number of images 

will be available online in the coming year, 

adding to the range and diversity of the image 

library. 

• Secured $250,000 in Federal funding over three 

years with the University of Western Australia 

through the Australian Research Council to 

undertake consumer segmentation research in 

Western Australia’s priority markets. 

11 

DESTINATIONAL MARKETING 




Destination Marketing Output Measures 2002-2003 

Western Hemisphere: 

Actual 

Target 

Quantity Quality Timeliness Cost 

Strategies aimed at raising consumer awareness of WA as a desirable tourist destination 

Number of consumer 

awareness strategies 

1 

1 

i) Perceived knowledge: Percentage of people 

aware of WA as a tourism destination (for 

category “a lot”) 

ii) Propensity to consider: Percentage of people 

who will consider a trip WA (for the category of 

definitely consider) 

i) UK Not measured - Campaign deferred 

ii) UK Not measured - Campaign deferred 

i) UK 5% 

ii) UK 34% 

Delivered according 

to Operational Plan 

timeframes 

Strategies aimed at raising trade awareness of WA as a desirable tourist destination 

Number of trade 


i) Knowledge level of WA tourism products 

(using the rating of 8/10 and above) 

ii) WATC contribution to the current knowledge 

levels (using the ratings significant and very 

significant) 

iii) Likelihood of recommending WA as a holiday 

destination (using the rating more likely now) 



timeframes 

Cost per consumer 

awareness strategy 

100% $3,327,747 

100% $3,068,141 

Cost per trade 


Actual 1 i), ii), & iii) Not measured - Campaign deferred 100% $2,227,229 

Target 1 i) 70% ii) 70% iii) 50% 100% $1,436,920 

Strategies aimed at incremental business in cooperation with industry 

Number of incremental The extent to which visitor expenditure is 

business strategies generated by incremental tourism activities 



timeframes 

Cost per incremental 

business strategy 

Actual 1 $12.23 million 100% $500,435 

Target 1 $9 million 100% $746,994 

Strategies aimed at increasing tourism product and destinational information distribution 

Number of information 

enquiries serviced 

Level of satisfaction by industry with tourism 

product and destination information distribution 



Cost per information 

enquiry 

timeframes 

Actual 16,584 Not surveyed this year. 100% $17.17 

Target 15,000 80% 100% $18.08 

Strategies aimed at increasing international airline access to WA 

Number of increased air Proportion of targeted air transport seats into 

transport seats into WA Western Australia obtained 

targeted 

Meetings held as 

per Operational Plan 

timelines 

Cost per seat 

targeted 

Actual 6,487 49% 100% $1.37 

Target 13200 100% 100% $0.60 

Local industry education of international markets 

Number of markets Accuracy of reviews 

reviewed against criteria 



timeframes 

Cost per market 

review 

Actual 11 100% 100% $202 

Target 11 100% 100% $179 

Number of educational 

seminars conducted 

Participant satisfaction with educational 

seminars conducted 



timeframes 

Cost per educational 

seminar conducted 

Actual 2 Not surveyed this year 100% $3,339 

Target 2 80% 100% $2,946 

12 



Policy advice to Government 

Number of advices Proportion of first drafts accepted 

provided to Government 

Proportion of advices 

provided within 

agreed timeframes 

Cost per policy 

advice 

Actual 72 92.1% 93% $165 

Target 15 90% 95% $698

Eastern Hemisphere: 



Number of i) Perceived knowledge: Percentage of people aware Delivered according 

consumer awareness of WA as a tourism destination (for category “a to Operational Plan 

strategies 

lot”) 

ii) Propensity to consider: Percentage of people who 

will consider a trip WA (for the category of definitely 

consider) 

timeframes 

Actual 1 i) S’pore %, (Japan &, Malaysia Not measured - 

Campaign deferred) 

ii) S’pore %, (Japan &, Malaysia Not measured - 

Campaign deferred) 

Target 1 i) S’pore 8%, Japan 3%, Malaysia 4% 

ii) S’pore 15%, Japan 2%, Malaysia 15% 




i) Knowledge level of WA tourism products (using 

the rating of 8/10 and above) 

ii) WATC contribution to the current knowledge 

levels (using the ratings significant and very 

significant) 

iii) Likelihood of recommending WA as a holiday 

destination (using the rating more likely now) 



timeframes 

Cost per 

consumer 

awareness 

strategy 

100% $3,044,343 

100% $3,346,805 


awareness 

strategy 

Actual 1 i), ii), & iii) Not measured - Campaign deferred 100% $1,463,856 

Target 1 i) 70% ii) 70% iii) 50% 100% $1,168,207 


Number of The extent to which visitor expenditure is generated 

incremental business by incremental tourism activities 

strategies 



timeframes 

Cost per 

incremental 





Number of 

information 


Level of satisfaction by industry with tourism 

product and destination information distribution 



timeframes 

Cost per 

information 

enquiry 

Actual 5,867 Not surveyed. 100% $50.86 

Target 6,000 80% 100% $42.50 

Strategies aimed at increasing international airline access to WA 

Number of increased Proportion of targeted air transport seats into 

air transport seats Western Australia obtained 

into WA targeted 

Meetings held as 

per Operational Plan 

timelines 

Cost per seat 

targeted 

Actual 6,487 54% 100% $6.16 

Target 12000 100% 100% $0.71 

Local industry education of international markets 

Number of markets 

reviewed against 

Accuracy of reviews 



Cost per market 

review 

criteria 

timeframes 

Actual 10 100% 100% $244 

Target 10 100% 100% $213 

Number of Participant satisfaction with educational seminars 

educational seminars conducted 

conducted 



timeframes 

Cost per 

educational 

seminar 

conducted 

Actual 2 Not surveyed 100% $3,666 

Target 2 80% 100% $3,202 


Number of advices 

provided to 

Proportion of first drafts accepted 


provided within agreed 


advice 

Government 

timeframes 

Actual 72 92.1% 93% $181 

Target 15 90% 95% $759 

13 

DESTINATIONAL MARKETING 



14 




Australia: 



Number of interstate Interstate Consumer Awareness - 


consumer awareness - Perceived Knowledge: Percentage of people aware to Operational Plan 

strategies 

of WA as a holiday destination. 

- Long Trip Preference: Percentage of people with 

a preference to travel to Western Australia for 3 

nights or more. 

- Level of unprompted advertising awareness of 

timeframes 

Cost per interstate 

consumer awareness 

strategy 

Western Australia as a holiday destination. 

Actual 1 i) %, ii) %, iii) % 100% $3,615,562 

Target 1 i) 6%, ii) 18%, iii) 12% 100% $3,483,399 

Number of intrastate 


strategies 

Intrastate Consumer Awareness 

- Level of unprompted advertising awareness of WA 

as a holiday destination. 

- Long Trip Preference: % of Western Australians 

preferring to travel within WA in the next 12 

months. 



timeframes 

Cost per intrastate 


strategy 

Actual 1 i) %, ii) % 100% $903,891 

Target 1 i) 35%, ii) 27% 100% $870,849 




Trade Awareness 

- Knowledge levels of WA product 

- WATC’s contribution to current knowledge levels 

(rated significant or above) 

- Likelihood of recommending WA as a holiday 

destination compared to the previous 12 months 



timeframes 



Actual 1 i) %, ii) %, iii) % 100% $1,985,054 

Target 1 i) 60%, ii) 80%, iii) 70% 100% $831,094 


Number of 

incremental business 

strategies 

Visitor expenditure generated by tactical campaigns Delivered according 


timeframes 

Cost incremental 



Target 1 $4.89 million 100% $638,551 


Number of 

information 


Overall level of customer satisfaction with 

information assessed 



timeframes 

Cost per enquiry 

serviced 

Actual 45,000 Not surveyed this year. 100% $7.08! 

Target 45,000 80% 100% $5.12 

Strategies aimed at increasing airline access to WA 

Number of increased Proportion of targeted air transport seats into WA Meetings held as Cost per seat 

air transport seats 

per Operational Plan targeted 

into WA 

timelines 

Actual 246,103 100% 100% $0.06 

Target 3,000 100% 100% $10.28 


Number of advices 

provided to 

Proportion of first drafts accepted 


provided within 


advice provided 

government 

agreed timeframes 

Actual 72 92% 93% $211 

Target 100 90% 95% $109


EventsCorp, the events division of the Western 

Australian Tourism Commission, makes a significant 

contribution to Western Australia through event and 

business tourism. This is achieved by: 

• Identifying and attracting major events to 

Western Australia; 

• Supporting and developing events from idea 

generation to implementation and, where 

appropriate, managing and growing events, 

particularly in regional areas; 

• Leveraging tourism, business and media 

opportunities through events; 

• Promoting business tourism. 

Event Tourism Overview of 2002 - 2003 

EventsCorp supported events that generated an 

estimated $35 million in direct expenditure for Western 

Australia in 2002-2003. In addition, EventsCorp 

won the hotly-contested bid to host the Australian 

Surf Lifesaving Championships during 2007-2009. 

EventsCorp also secured two new major events for 

2004 - the Australia and New Zealand Police and 

Emergency Games and the Australian University 

Games. 

Major events hosted in 2002-2003 included the ILF 

Lacrosse World Championship, FIH Women’s Hockey 

World Cup, Johnnie Walker Classic, Australia v Ireland 

Rugby Test, Hyundai Hopman Cup XV, Salomon 

Masters @ Margaret River and Telstra Rally Australia. 

Significant changes have been planned for the 2003 

Telstra Rally Australia, with the city stage relocating 

to Gloucester Park and the event moving to a single 

service park. 

A main focus for the year has been preparing for the 

biggest international sporting event of 2003 – the 

Rugby World Cup. A ‘whole of government’ taskforce 

was established by EventsCorp, involving local 

government, tourism and industry bodies, to ensure 

the city is prepared for this major event in which Perth 

will host five games over 10 days. 

Major Event Tourism achievements 2002- 

2003 

• Achieved an estimated $35 million economic 

impact for Western Australia through 

EventsCorp-funded Best On Earth In Perth 

events, including the Hyundai Hopman Cup XV, 

Telstra Rally Australia, Johnnie Walker Classic, 

FIH Women’s World Cup of Hockey, ILF Lacrosse 

World Championships and Salomon Masters @ 

Margaret River. 

• Gained an estimated $16.5 million in national 

and international media exposure for Western 

Australian events through the broadcasting of 

EventsCorp-funded Best On Earth In Perth events 

in key tourism markets. 

• Secured three major new events for future years: 

the Australian Surf Lifesaving Championships in 

2007-2009, the 2004 Australia and New Zealand 

Police and Emergency Games and the 2004 

Australian University Games. The surf lifesaving 

event alone is estimated to be worth $25 million 

over the three years that the event is held at 

Scarborough Beach. 

• Reconfirmed Western Australia’s commitment 

to Telstra Rally Australia with the signing of 

a new contract with the Confederation of 

Australian Motor Sports Limited (CAMS) that 

ensures Western Australia retains the right to 

stage the Australian round of the World Rally 

Championship for the next 65 years. The new 

contract involves an initial 15 year agreement 

with five 10-year options, and includes a service 

level agreement for CAMS to manage the 

sporting component of the event. 

• Exceeded the existing high standard of event 

management for Telstra Rally Australia, 

demonstrated by the official Observer’s Report 

of the Federation Internationale de Automobile 

(FIA) praising the 2002 event: “Telstra Rally 

Australia 2002 lives up to its high standard that 

makes it (upon judgement of drivers, teams, 

FIA officials) the best event of the World Rally 

Championship.” 

15 

TOURISM 

EVENT 




• Achieved golfing history by staging the Johnnie 

Walker Classic at the same venue for two 

consecutive years. The high standard of the 2002 

event at Lake Karrinyup Country Club ensured 

the events’ successful return in February 2003. 

• Increased the commitment to regional events 

in Western Australia through the appointment 

of a Regional Events Manager and provided 

financial support through the Regional Events 

Scheme. Regional events supported in 2002- 

2003 included Blues at Bridgetown, Crab Fest 

Mandurah, Respect Yourself Forest Rally, and the 

Pilbara-based Land Rover G4 Challenge. 

• Achieved selection as one of two States to 

make the Australian bid to host the 2007 World 

Netball Championships. Western Australia and 

Queensland are currently into the second round 

of bidding, with the host city due to be selected 

in November 2003. 

• Strengthened the link between event and 

business tourism through entering into a fiveyear 

contract with the Perth Convention Bureau 

(PCB) to increase the economic impact of major 

events and leverage incentive travel business 

opportunities, complementary exhibitions, 

meetings and conferences around major events. 

• Increased exposure and packaging of tourism 

product around events by fostering relationships 

with specialist sports travel operators, particularly 

around the opportunity offered by Rugby World 

Cup 2003. 

• Established a model for EventsCorp to ensure 

a ‘whole of government’ approach to planning 

for major events in Perth. The establishment of a 

task force to plan activities and services in Perth 

during the Rugby World Cup, involving local and 

State government bodies, tourism representatives 

and local businesses has been a success and will 

be adopted as a model for the management of 

future major events. 

16 



The Johnnie Walker Classic was held for the second time in Perth

Event Tourism Output Measures 2002-2003: 


Attraction of events to Western Australia 

Number of bids Estimated economic impact of successful bids 

submitted for events for events 

Bids made for events 

according to operational 

plan timelines 

Cost per bid 

submitted 




Number of consumer Value ($) of television media coverage in Proportion of consumer Cost per consumer 


(equates to the number 

selected tourism markets for events hosted awareness strategies 

implemented in 


for events hosted 

of events hosted) 

conjunction with events 

hosted 



Strategies for incremental tourism business through events hosted 

Number of strategies The value of economic impact generated by 

for incremental business incremental tourism activity ie events hosted 

through hosted events 

The proportion of 

events held on time 

Cost per 

incremental 


Actual 5 $36.3 million 100% $2,830,681 

Target 6 $44.6 million 100% $2,198,382 

Event product development 

Number of event The value of visitor expenditure generated by 

products developed event products. 

The proportion of event 

products developed on 

time 

Cost per event 

product developed 



TOURISM 


Number of advices Proportion of first draft advices to 

provided to 

Government accepted 

Government 

17 

EVENT 



Proportion of advices to 

Government provided 

within the agreed 

timeframes. 


advice 

Actual 327 97% 72% $124 

Target 100 95% 95% $153


Convention and Incentive 

The Perth Convention Bureau is contracted by the 

Western Australian Tourism Commission to accelerate 

the growth of convention, exhibition and incentive 

travel business to generate economic benefit for the 

people of Western Australia and to position Western 

Australia as the dominant convention, exhibition and 

incentive travel destination in the Asia Pacific region. 

This is achieved through: 

• Bidding assistance for national and international 

conventions; 

• Promotional assistance for incentive travel groups 

and corporate meetings; 

• Assisting conferences confirmed for Western 

Australia to boost delegate attendance; 

• Promoting pre and post conference touring 

activities to increase delegate length of stay. 

Convention and Incentive Travel Overview 

of 2002 - 2003 

This year, business travel has been affected by global 

insecurity and the outbreak of SARS. Corporate 

meeting and incentive travel business from Asia was 

hard hit, with group travel almost coming to a stand 

still during February-May 2003. This triggered a Perth 

Convention Bureau review of its marketing activity in 

this region. 

Delegate attendance at association conferences held 

up surprisingly well, although it has been a difficult 

climate for long haul destinations to win international 

conferences. The domestic market has remained 

strong, with some diverted business opportunities as 

Australian companies chose domestic venues over 

international locations. 

Despite the challenges, results for the year remain 

solid, with 250 meetings secured. These meetings 

are estimated to attract 36,230 delegates to Western 

Australia over the next five years, representing an 

anticipated 160,700 room nights and $72.3 million in 

direct delegate expenditure. This represents an 8.7 per 

cent increase on the previous year’s results. 

18 



Computer generated graphic of the Perth Convention and Exhibition Centre, to be completed in 2004

Travel 

Major Convention and Incentive Travel 


• Launched a $300,000 private and public sectorfunded 

program known as the Convention 

Attraction Support Team (CAST), to provide bid 

assistance to Australian associations aiming to 

secure conventions attracting more than 900 

out-of-state delegates. In its first four months, 

CAST has attracted three national conferences, 

representing an estimated 2,550 delegates and 

$6.5 million in direct delegate expenditure. 

• Conducted a direct mail campaign to 8000 

meeting planners in eastern Australia, New 

Zealand, United Kingdom and Europe, 

encouraging them to meet in Western Australia. 

The ‘Put Your Best Foot Forward’ campaign 

has to date resulted in 17 new meetings being 

confirmed in Western Australia, involving an 

estimated 879 delegates and $1.2 million in 

direct delegate expenditure. 

• Launched the Western Australian Convention 

Bureau as the vehicle to drive meetings business 

into regional Western Australia. This new division 

has two staff members working in association 

with Regional Tourism Associations. 

• Provided a $10,000 scholarship to the national 

president of the Australasian Association 

for Quality in Health Care, who will use the 

scholarship for travel overseas to promote Perth’s 

credentials as a future host destination for 

both the annual Asia Pacific Forum on Quality 

Improvement in Health Care and the annual 

convention of the International Society for 

Quality in Health Care. 

• Coordinated a Western Australian stand at the 

annual Asia Pacific Meetings Expo in Melbourne 

during February 2003. Fifteen Western Australian 

industry members exhibited on the stand, which 

had a strong regional presence. 

• Represented Western Australia at the Team 

Australia Business Events Educational in Phuket 

in March 2003. This event brought together 86 

buyers from across Asia and 39 Australian sellers 

and provided excellent forward business leads. 

• Coordinated the 2002 BankWest Conference 

Development Awards. The winning conference, 

an inaugural international event that will focus 

on genetics and population health, is expected to 

attract more than 250 delegates when it is held 

in Perth in August 2004. 

• Produced a 2003-2005 Meeting and Incentive 

Planners Guide for meeting planners. This 

comprehensive guide provides information on 

the State’s venues and service providers and 

for the first time includes a business case for 

meeting in Western Australia. 

• Hosted 113 meeting planners from Italy, Britain, 

Canada, South Africa, Dubai, Singapore, 

Indonesia, Taiwan and Australia on site 

inspections for the State’s meeting facilities and 

tourist attractions. 

• Established a research alliance between 

Curtin University of Technology and the Perth 

Convention Bureau to better understand the 

meetings industry. As part of their curriculum, 

students participate in active research programs 

including delegate expenditure research and bid 

development. 

19 

& INCENTIVE TRAVEL 

CONVENTION 




Convention and Incentive Travel Output Measures 2002-2003 


Attraction of meetings, incentive travel, conventions and exhibitions to WA 

Number of bids for Projected visitor expenditure from 

conventions and successful bids for conventions 

incentive travel groups 

plan timeframes 

Bids for conventions made 


Cost per convention 

bid 




Number of incremental Actual visitor expenditure from 

tourism activities hosted. incremental tourism activities. ie 

ie conventions hosted conventions hosted 

Proportion of conventions 

held as planned 

Cost per incremental 

tourism activity, ie 

convention hosted 

Actual 209 $57.32 million 100% $443 

Target 131 $65 million 100% $623 


Number of advices Proportion of first drafts accepted 

provided to government 


provided within agreed 

timeframes 


advice 

Actual 0 n/a n/a $0 

Target 15 90% 95% $340 

20 



Computer generated graphic of the Perth Convention and Exhibition Centre, to be completed in 2004


Industry Development ensures the product is in place 

for visitors to enjoy. This is achieved by: 

• Ensuring the environment is right to attract 

capital investment and re-investment; 

• Facilitating the development of new tourism 

products and enhancing existing ones; 

Industry Development includes the Sustainable Industry 

Sector Development unit, which works to raise the 

profile of nature-based tourism and to develop niche 

sector product, such as indigenous tourism, cultural, 

educational, health and cruise shipping. 

Industry Development Overview of 

2002 - 2003 

One of the key roles of Industry Development is to 

help ensure the business environment is right for the 

investment in and development of tourism product. 

The war in Iraq, the global aviation crisis, the ongoing 

threat of terrorism, the outbreak of SARS and the 

downturn in the aviation industry all impacted on 

investor confidence over the last year, however, as the 

financial year closed, new opportunities for tourism 

investment were emerging. 

The development of a new regional strategy (the 

New Concept for State Tourism), driven primarily by 

the Industry Development team, required intensive 

consultation, analysis, preparation of reports and 

presentations to key stakeholders across the entire 

State over seven months. 

Major Industry Development 


• Developed the New Concept for State Tourism 

Strategy: A Zone Strategy for Western Australia, 

which will improve and streamline the marketing 

of tourism in Western Australia. 

• Provided specialist tourism advice and assistance 

to some 1300 current or potential small tourism 

businesses. 

• Contributed to the National Tourism 

Accreditation Program, which saw a record 

number of 636 Western Australian tourism 

businesses accredited over the last year, an 

increase of 26.4% on the previous year. Funding 

to develop a strategic plan aimed at further 

improving customer service standards and 

processes, and broadening industry participation 

was provided to Tourism Council Western 


• Developed and launched the Tourism Precinct 

Program for Northbridge and Fremantle, with 

$30,000 provided to the City of Perth and the 

Fremantle Chamber of Commerce to promote 

the precincts. 

• Strengthened partnerships with the five 

northern-most Regional Development 

Commissions (RDCs) through a 12-month pilot 

program to co-locate the Commission’s Regional 

Managers with their relevant RDC. 

DEVELOPMENT 

This new strategy redefines how the Western 

Australian Tourism Commission and regional tourism 

organisations work together to promote the State. 

Instead of the existing 10 regions, Western Australia 

will have five distinct tourism regions. The benefits of 

this strategy will be felt in coming years as the delivery 

of tourism marketing, development and administration 

• Successfully bid to have the Liquor Licensing 

Regulations 1989 amended to exempt small 

accommodation providers who provide limited 

quantities of complimentary liquor to guests as 

part of weekend or other packages, from the 

requirement to hold a liquor licence. 

are improved. 

As a direct result of the outbreak of SARS, the cruise 

liner SuperStar Virgo was repositioned from Singapore 

to Fremantle for temporary home porting. A cruise 

ship strategy will be developed in order to capitalise 

on future opportunities that arise from possible home 

porting. 

• Participated in a whole-of-government insurance 

working group which has resulted in the 

creation of the Community Insurance Fund. The 

Hotham Valley Tourist Railway and others have 

successfully applied to be insured under this 

fund. 

21 

INDUSTRY 




• Reviewed and refreshed the Brand WA website 

and developed a membership database to give 

licensed users easier access to download logos, 

icons and other Brand WA imagery. 

• Produced two editions of the Tourism 

Development Register, providing a gauge 

of the health of private sector investment in 

accommodation throughout the State. 

• Reviewed and published the state wide Tourism 

Development Plan and completed 11 Regional 

Tourism Development Plans. 

• Contributed to the work of a Ministerial 

Taskforce investigating the impact of 

combining tourist and permanent residential 

accommodation. This Taskforce is seeking to 

create balance and greater flexibility by allowing 

a component of non-tourism development on 

land currently zoned tourism, while continuing 

to provide some protection for land zoned for 

tourism. 

• Launched four new environmental tourism 

packages, including Frogwatch, Kings Park 

Discovery Walk, Ocean Giants Lookout Kit and 

the Wildflower Discovery Wheel. 

• Initiated an attraction based Tourism 

Development Strategy which will be piloted 

at Purnululu National Park, recently declared 

a World Heritage site, to ensure future 

tourism needs are sustainable and managed 

appropriately. 

• Developed a ‘green module’ to enhance the 

National Tourism Accreditation Program in 

partnership with Tourism Council Western 

Australia, the World Wide Fund for Nature 

and the Department of Conservation and Land 

Management. 

• Strengthened international education tourism 

links by co-locating Perth Education City with 

the Western Australian Tourism Commission and 

initiating the development of linkages between 

mainstream tourism and the education sector. 

22 



Western Australia’s new tourism regions

Industry Development Output Measures 2002-2003 


Strategies and planning advice on identified tourism issues 

Regional Tourism Development Produced annually 

Provided within agreed Cost per plan 

Plans reviewed and updated. 

timeframe 

Actual 11 100% 100% $16,948 

Target 11 80% 100% $11,964 

Tourism investment and jobs 

registers 

Tourism investment and jobs 

registers produced twice 

yearly 

In accordance with 

operational plan 

timeframe 

Cost per register 

Actual 2 100% 100% $46,608 

Target 2 100% 100% $32,900 

Strategic Tourism Development 

plans developed 

Produced annually 

In accordance with 

operational plan 

timeframe 

Cost per register 

Actual 1 100% 100% $93,216 

Target 1 100% 100% $65,800 

Infrastructure and Product Development 

Number of infrastructure Value of infrastructure sites 

projects worked on 

worked on and progressed to 

the agreed stages 

Proportion of 

infrastructure sites 

implemented or 

produced within agreed 

time frame 

Cost per 

infrastructure 

site developed to 

implementation or 

approval stage 

Actual 26 $203 million 100% $23,935 

Target 36 > $50 million 100% $12,208 

Number of common good 

information requests processed 

Level of customer satisfaction 

with information provided. 

Services delivered in 




request 

Actual 686 Not surveyed this year. 100% $907 

Target 500 80% 100% $879 

Number of Products, including 

specialist/sustainable tourism 

products developed 

Level of customer satisfaction 

with products developed. 

Services delivered in 




request 

Actual 40 Not surveyed this year. 100% $46,674 

Target 24 80% 100% $54,935 

Implementation of tourism industry professionalism and quality assurance mechanisms 

Number of additional operators 

accredited for the National 

Tourism Industry Accreditation 

Scheme 

Number of operators passing 

verification audit under the 

National Tourism Industry 

Accreditation Scheme 

Delivered in accordance 

with operational plan 

timeframes 

Cost per accredited 

operator 

Actual 134 223 100% $4,149 

Target 350 166 100% $902 

Number of Regional Tourism 

Authority contracts managed 

Proportion of regional tourism 

authority contract conditions 

met 



timeframes 

Cost per intrastate 


strategy 

Actual 10 100% 100% $158,775 

Target 10 100% 100% $159,354 

23 

INDUSTRY 



DEVELOPMENT 


Number of advices provided to Proportion of first drafts Proportion of policy Cost per policy advice 

Government 

accepted 

advices provided on time 

Actual 645 95% 98% $287 

Target 550 90% 95% $239


24 




Visitor Servicing ensures the provision of destination Some 262,461 personal visits were made to the 

and product information and booking facilities 

Centre by visitors seeking information on arrival or 

throughout Western Australia to increase the likelihood planning a trip within the State – slightly down on last 

of visitors increasing their length of stay. 

year’s figure. In addition, some 6,078 email enquiries 

generated by www.westernaustralia.net were handled 

Visitor Servicing is made up of two key areas: 

and 22,260 postage brochure requests were fulfilled. 

• Western Australian Tourism Network; 

To counter some of the challenges faced by the 

• Western Australian Visitor Centre. 

decrease in total contacts, the Western Australian 

Visitor Centre actively promoted its services via airline 

The Western Australian Tourism Network provides a and other transport offices used by tourists. A purposebuilt 

mobile visitor information booth was constructed, 

framework for visitor servicing to operate efficiently 

and effectively throughout Western Australia. The and the Centre was represented at the Perth Holiday 

Network enables information and bookings to 

and Travel Show and Johnnie Walker Classic golf 

be made using modern technology through the 

tournament. This program of event participation will 

telecommunications system and the Internet including be expanded in 2003-2004. 

data collection and distribution. 

A major focus for the Western Australian Tourism 

The Western Australian Visitor Centre is the centrallylocated 

retail arm and public face of the Commission. 

Network has been continuous improvement. 

It operates as a retail travel agency specialising in the In response to feedback that the willingness of 

promotion and sale of Western Australian holiday operators to participate is increasingly tied to their 

product to visitors with an efficient booking and 

perception of value, the Western Australian Tourism 

information centre through the visitor centre and the Network has developed a new price and benefit 

telephone call centre. 

structure. 

The Western Australian Visitor Centre also provides an More than 90 per cent of members renewed their 

important promotional distribution point for Western subscriptions in 2002-2003. 

Australian tourism product providers, many of whom 

are small businesses, and do not have access to 

To ensure all Network Visitor Centres are able to take 

mainstream tourism distribution channels. 

full advantage of the increase in calls through the 

Virtual Call Centre, the Western Australian Tourism 

Network, together with the Visitor Centre Association 

Visitor Servicing Overview of 2002 - 2003 

of Western Australia and Central TAFE, implemented 

The implementation of a Virtual Call Centre has 

a Visitor Centre Staff Training Program focused on the 

resulted in many calls being distributed to regional 

‘Selling of Tourism Products and Service’ during the 

Network Visitor Centres, improving opportunities to 

year. 

provide localised information. As a result of this new 

service, the Western Australian Visitor Centre has seen 

a decrease in the number of contacts received over 

the last year, however additional promotional activities 

helped offset a decline in revenue. 

With more calls now being handled by Western 

Australian Tourism Network Centres, the Western 

Australian Visitor Centre handled 81,589 telephone 

calls this year, compared with 118,562 in the previous 

year.

Visitor Servicing Achievements 2002 - 2003 

• Initiated a Volunteer Tourist Assistance Officers 

Program that will see tourism volunteers located 

in main visitor arrival points, such as the domestic 

and international airport arrival terminals, East 

Perth railway terminal and tourist coach ranks 

to give tourists basic directions, information and 

provide a welcome to Western Australia. 

• Commissioned market research to better 

understand Western Australia visitor information 

needs. This research provided information on 

how intrastate, interstate and international 

visitors want to access tourist information. 

The results were distributed to Visitor Centres 

throughout the State. 

• Increased the amount of Western Australian 

data in the Australian Tourism Data Warehouse, 

which provides information on tourism products 

to the Australian Tourist Commission website 

- www.australia.com - a primary source of travel 

information for Australia. 

• Increased the number of Network Visitor Centres 

located across Western Australia to 45. These 

centres provide extensive coverage across the 

State and feed local tourism information into 

the PowerTOUR database, which is available 

to all Network Visitor Centres and the Western 


• Trained Network Visitor Centre staff members 

on database management and membership 

registration. 

• Increased membership with 160 new members 

signed to the Western Australian Tourism 

Network. 

• Increased consumer access to localised travel 

information through the Virtual Call Centre, 

which linked callers with relevant Network Visitor 

Centres throughout the State. 

DEVELOPMENT 

The Western Australian Visitor Centre 

25 

INDUSTRY 





Strategies aimed at tourism product and destinational information distribution 

Number of Enquiries serviced Overall level of customer 

satisfaction with level of service 

Customer satisfaction 

with timeliness 


serviced 


Target 389,972 80% 80% $6.08 

Number of Information 

enquiries directed to other 

Virtual Call Centres via the 

Virtual Call Network 

Overall level of customer 

satisfaction with level of service 

Customer satisfaction 



serviced through 

other Network Visitor 

Centres 


Target 85,000 80% 80% $3.10 

Strategies aimed at incremental tourism business in cooperation with industry 

Number of passengers Visitor expenditure generated Customer satisfaction Cost per passenger 

booked 


Actual 18,334 $19.46 million 85% $57.99 

Target 17,216 $19.5 million 80% $52.04 

26 

Visitor Servicing Output Measures 2002-2003 



Outlook for 2003-2004 

The industry has faced difficult times in the past year, 

and the outlook for the coming year is mixed. 

Tourism in Western Australia is undergoing an 

intensive period of change where product quality and 

service delivery are becoming increasingly important. 

Attracting tourists in a highly competitive market 

demands increased levels of ingenuity, flexibility and 

commitment. 

The trend for people to holiday at home and take more 

frequent short breaks, in tandem with the increasing 

competition for household discretionary funds, means 

the Commission will shift its focus from mass media 

destination marketing to identified target segments to 

deliver the best return on investment. 

The coming year will also see tremendous change 

through the rollout of the New Concept for State 

Tourism: A Zone Strategy for Western Australia, as the 

five new tourism regions simplify and strengthen the 

promotion of our State’s tourism icons and holiday 

experiences. Increased funding will be available to 

regional tourism organisations to deliver intrastate 

marketing activities while the Commission will focus 

on growing tourism from interstate and international 

markets. 

Greater leveraging of events and business tourism will 

also assist in building visitor numbers and recognition 

of our unique tourism icons in the coming year. 

Destination Marketing Plans for 

2003 - 2004 

• Increase marketing focus on gaining wide 

recognition for Western Australia’s tourism icons. 

• Increase visitation during shoulder seasons 

by undertaking targeted, cooperative, retail 

advertising campaigns with an increasing 

emphasis on online initiatives. 

• Undertake market segmentation research to 

identify key segments in our priority tourism 

markets. 

• Use targeted trade initiatives to increase trade 

awareness of Western Australia as a desirable 

destination with a variety of tourism product. 

• Launch online marketplace to improve access to 

consumer and trade information on tourism in 

Western Australia and continue growth in use of 

online marketing through all campaigns. 

• Increase focus on the Visiting Journalists Program 

to increase editorial coverage of Western 


• Identify and attract key tourism trade events to 

Western Australia. 

• Improve the gathering and dissemination of 

research intelligence to the Western Australian 

tourism industry. 

OUTLOOK FOR 2003-2004 

• Work with other state and territory tourism 

organisations and the Australian Tourist 

Commission to better align marketing activities 

in international markets to increase marketing 

effectiveness and reduce duplication. 

27 




Event Tourism Plans for 2003 - 2004 

• Deliver major events scheduled for 2003-2004 

which are estimated to contribute about $30 

million in direct expenditure. 

• Focus on leveraging events to maximise 

opportunities to increase visitation to Western 


• Launch an online state-wide calendar 

encompassing events from across Western 


• Use the inaugural Perth International Golf 

Tournament in November 2003 to cement 

Western Australia’s reputation as a host of 

premium golf events. 

• Adopt a festival approach to events by clustering 

complementary activities around major events 

ensuring that towns, cities or regions have a 

festival atmosphere and visitors have more 

reason to stay longer in Western Australia. 

• Work closely with the Perth Convention Bureau 

to secure incentive business tourism for major 

events, and work in partnership with the Perth 

Convention and Exhibition Centre and other 

venues to attract major business events around 

the time of sporting and cultural events. 

• Start development of one to two iconic events 

that will be clearly identifiable with Western 


Convention and Incentive Travel Plans for 

2003 - 2004 

• Educate, motivate and assist local hosts to bid for 

conventions. 

• Target high-yield Asian incentive travel and 

corporate meetings. 

• Continue to raise the profile of the meetings 

industry and broaden the industry membership 

base by promoting the opportunities presented 

by the completion of the Perth Convention and 

Exhibition Centre. 

• Develop a new market research program for 

meeting planners to help organisers assess the 

level of interest among their delegates and 

maximise attendance at confirmed events. 

• Undertake an extensive customer relationship 

management program focusing on the 10 

most prominent Western Australian industry 

sectors and help them bid for their association 

conferences. 

• Extend the successful local host program into 

regional Western Australia under the banner of 

the Western Australian Convention Bureau. 

• Undertake a media campaign for International 

Super Tourist Day in August 2003 to promote 

the fact that business tourists are ‘super tourists’, 

spending up to eight times more than the 

average visitor. 

28 



• Increase focus on attracting national events such 

as the Australian Surf Lifesaving Championships. 

• Rebrand the Best On Earth In Perth program to 

achieve better market impact. 

• Continue to work with Curtin University of 

Technology on research studies into the meetings 

industry.

Industry Development Plans for 2003 - 2004 

• Identify and map major tourism development 

opportunities, evaluate the infrastructure required 

and undertake some pre-feasibility studies for 

eventual distribution to potential developers. 

• Plan for the development of clusters of small 

businesses around strategically important 

locations, in conjunction with relevant agencies. 

• Complete and implement a strategic plan for 

the National Tourism Accreditation Program in 

Western Australia, in association with Tourism 

Council Western Australia. 

• Initiate development of a Tourism Investment Link 

Western Australia, which will be a one-stop shop 

for new tourism businesses for specialist tourism 

development advice. As part of this initiative, a 

‘quick start CD guide’ will be developed. 

• Provide advice and assistance to potential and 

existing tourism businesses on business planning 

and management, tourism product development, 

and distribution strategies to enhance and 

build capacity. There will be a focus on tourism 

product in icon and iconic-experience areas. 

• Work with the newly formed Regional Tourism 

Organisations to identify product development 

opportunities and possible funding through the 

New Concept for State Tourism competitive 

funding arrangements and other funding sources. 

• Provide up-to-date information on investment 

opportunities, research and other data that will 

promote the development of tourism product. 

Visitor Servicing Plans for 2003 - 2004 

• Refurbish the Western Australian Visitor Centre 

to better reflect tourism experiences in Western 


• Implement the Volunteers Tourist Assistance 

Officers Program, West Oz Welcomers, and 

introduce an ongoing recruitment and training 

scheme to attract a large pool of volunteers. 

• Develop a pilot program for tourism operators, 

in conjunction with the Small Business 

Development Corporation, to enhance skills and 

business acumen. 

• Further develop tourism information 

opportunities by using Western Australian Visitor 

Centre staff and West Oz Welcomers volunteers 

to provide information at mobile visitor 

information booths during major events. 

• Increase new memberships to the Western 

Australian Tourism Network across core 

(accommodation, tours and hire) and non-core 

(attractions, retail and restaurants) areas. 

• Initiate a working group involving local 

government, regional tourism organisations, 

Network Visitor Centres and Tourism Council 

Western Australia to initiate and complete a state 

wide Visitor Servicing Study. 

• Introduce a tourism monitoring service in 

regional areas to collect statistical information 

and provide strategic data to participating 

tourism operators, visitor centres and the 

Western Australian Tourism Commission. 


• Develop a niche product development plan to 

focus on new and innovative ways to support 

niche product sectors. 

• Develop an Aboriginal Tourism Marketing Strategy 

in partnership with the Western Australian 

Indigenous Tourism Operators Committee to 

establish the State as a leader in delivering 

Aboriginal cultural experiences. 

• Finalise and implement the Cultural Tourism 

Strategy with a special focus on the inaugural 

Australian Cultural Tourism Conference to be 

held in Western Australia during February 2004. 

• Initiate improvements to the Country Visitor 

Centre Sustainability Enhancement Scheme 

(CVCSES) to raise the level of services available to 

visitors through Visitor Centres. 

29 



OUR PEOPLE 

Our People 

The Western Australian Tourism Commission has 163 

staff, primarily located in Perth. The majority of staff 

are located at head office or at the Western Australian 

Visitor Centre, however the Commission also has 

regional managers in Broome, Karratha, Geraldton, 

Northam, Carnarvon, Kalgoorlie, Mandurah, Bunbury 

and Albany as well as national and international 

marketing staff in Brisbane, Sydney, Melbourne, 

London, Munich, Singapore, Tokyo and Kuala Lumpur. 

Western Australian Tourism Commission Organisational Chart 

Chief Executive Officer 

• Ministerial Liaison (Cabinet & Parliament) 

• Board Liaison & Executive Support 

• Australian Standing Committee on Tourism, Tourism Ministers Council, CEO Forum 

• Cross Portfolio Co-ordination 

• Strategic & Corporate Planning 

Executive Services 

• Aviation Development 

Marketing & Communication 

Industry Development & 


EventsCorp 

Corporate & 

Business Services 

• Western Hemisphere Marketing 

• Eastern Hemisphere Marketing 

• Australia Marketing 

• Media & Communication 

• Research & Analysis 

• Planning & Industry Development 

• Sustainable Tourism Product Development 

• WA Tourism Network 

• Western Australian Visitor Centre 

• Event Development & Contract Management 

• Regional Event Development & Contract Mgt 

• Business Events 

• Rally Australia 

• Asset Management & Contract Services 

• Accounting & Financial Services 

• Human Resources 

• Information Management Support 

Executive Management Team 

The Chief Executive Officer, Richard Muirhead, 

together with the four Executive Directors: 

• Marketing and Communication - Rick Thomas, 

• EventsCorp - Madeleine Bertelli, 

• Industry Development & Visitor Servicing - Paolo 

Amaranti, and 

• Corporate and Business Services - Richard 

Wilson, 

30 



form the Executive Management Team (EMT). In 

addition, two other managers join EMT on six-monthly 

rotations. 

During 2002-2003, the Manager of Research and 

Analysis, Jane Seman, and Strategic and Corporate 

Planner, Janis Carren, served on EMT. Chief Information 

Officer, Kim Denham, and Director of Industry 

Development, David Etherton, are currently on EMT.

Employee Profile 

Employee profile indicators for 30 June 2003 are as 

follows: 

Classification 

Level 

Full Time 

Equivalents 

Males (%) Female (%) 

Level 9& above 5 80 20 

Level 8 7 86 14 

Level 7 7 43 57 

Level 6 18.1 63 37 

Level 5 23.8 60 40 

Level 4 19.2 34 66 

Level 3 21.3 36 64 

Level 2/4 0.5 0 100 

Level 2 41.1 10 90 

Level 1 7.8 30 70 

Overseas 12 17 83 

TOTAL 162.8 36 64 

Note: 

» Excludes casuals, employees seconded-out, 

employees on leave without pay, seconded-in 

personnel not paid by the Commission and short 

term staff engaged for Telstra Rally Australia. 

» Includes seconded-in personnel paid by the 

Commission. 

Equal Opportunity and Valuing Diversity 


maintained its commitment to the promotion and 

improvement of equal employment opportunity and 

diversity. With considerable recruitment and selection 

activity occurring during the year as part of the 

implementation of the organisational restructure, a 

focus was placed on ensuring adherence to equity 

principles. 

Employee Learning and Development 

In addition to formalised ‘off-the-job’ training, a 

number of ‘on-the-job’ development opportunities 

were provided to employees through the common 

practice of internally advertising positions that are 

temporarily vacant and available for acting/relieving. 

The duration of these opportunities has varied from a 

few weeks up to six months. 

Chairman’s scholarships totalling $20,000 were 

awarded to 16 employees to help cover the costs of 

a recognised course of study at University or TAFE. 

Studies undertaken included marketing, commerce 

and ecotourism subjects. Each year, scholarships 

are offered to current employees to ensure the 

Commission equips employees with the skills and 

expertise needed to drive our industry into the future. 

Past recipients have undertaken courses, field trips, 

and attended seminars and industry visits that have 

exposed them to the latest practices in a range of areas 

that will make a positive contribution to the operations 

of the Western Australian Tourism Commission. 

Work experience opportunities and structured 

graduate/undergraduate student placements are also 

part of the Commission’s development program and 

are designed to assist individuals considering a career 

in the broader tourism industry. 

Safe Working Environment 

The Commission continued to promote a safe and 

healthy work environment, with particular significance 

given to training all staff at the Perth Head Office and 

the Western Australian Visitor Centre on ‘what to do in 

an emergency’. 

Occupational safety and health indicators for 2002- 

2003 are as follows: 

Number of lost time injuries/diseases 2 

Duration rate (days) 

68.5 days 

Number of workers’ compensation claims 3 

Public Sector Standards 

In accordance with section 31(1) of the Public Sector 

Management Act 1994, the Western Australian 

Tourism Commission is required to comment on the 

extent to which public sector standards, codes of ethics 

and any relevant code of conduct have been complied 

with. 

The Commission has continued to refine its human 

resource policies and practices to ensure ongoing 

compliance with the Public Sector Standards. These 

policies are accessible to employees through the 

Commission’s intranet. 

The Commission’s Code of Conduct was adopted in 

1998 to complement the Western Australian Public 

Sector Code of Ethics. The Code of Conduct is 

distributed to all employees and is also incorporated as 

part of the Commission’s policy framework. A review 

of this Code of Conduct was initiated in May 2003, 

with completion planned for early in the 2003-2004 

financial year. 

31 

OUR PEOPLE 



OUR PEOPLE 

The number of applications for breach of standard and 

corresponding outcomes for 2002-2003 was: 

Number lodged 0 

Number of material breaches found 0 

Leave Liability 

Leave liability indicators for 2002-2003 are as follows: 

Average annual leave weeks per FTE 3.8 

Average long service leave weeks per FTE 2.6 

Note: 

» Leave liability is the amount of annual or long 

service leave owing to an employee if that 

employee were to resign. 

Industrial Framework 

The Commission’s industrial agreement, the 

Government Officers’ Salaries, Allowances and 

Conditions General Agreement of 2002, continued to 

operate throughout the year and is not due to expire 

until 31 December 2003. This agreement restores 

parity of pay and conditions for employees in the 

Commission and like employees within the broader 

Western Australian public sector. 

32 



Corporate Governance 

Enabling Legislation 

Board Members 

The Western Australian Tourism Commission is 

Alan Mulgrew (Chair) 

established under the Western Australian Tourism 

Alan Mulgrew (Principal) established Airstrat 

Commission Act 1983 (“The Act”). The Minister 

Partnership Pty Ltd in 1997 as a corporate advisory 

responsible for the Commission is the Minister for 

company specialising in strategic management advice 

Tourism; Small Business; Sport & Recreation; Peel and 

in areas of corporate re-engineering, infrastructure 

the South West. 

planning/implementation and commercial 

development. Mr Mulgrew has a strong aviation 

The Act provides for the establishment of a governing 

background and has worked extensively overseas at 

Board of eight members appointed by the Governor, 

a senior management level. During the time that Mr 

one of whom is appointed by the Governor as 

Mulgrew headed up Perth and Sydney Airports, both 

Chairman. 

organisations underwent wide-reaching reforms that 

both modernised and established the airports as strong 

The Act provides the functions (Section 13) of the 

commercial businesses. 

Commission and the necessary powers (Section 14) to 

undertake and fulfil those functions. 

Laurie O’Meara (Deputy Chair) 

Laurie O’Meara is the past-president of the Tourism 

Board Function 

Council Western Australia and a champion of tourism 

The Board has overall responsibility for corporate 

accreditation. Mr O’Meara is the current President 

governance. It sets the strategic direction of the 

of the Australian Tourism Accreditation Association 

Commission and the goals of management. Day-today 

operations are delegated by the Board to the Chief 

and the deputy chair of the Rottnest Island Authority 

Board. His extensive experience includes operating the 

Executive Officer and his Executive Management team. 

Emerald Hotel in Perth and the Emerald Colonial Lodge 

in Margaret River. 

Janet Holmes à Court 

Janet Holmes à Court is Chairman of Heytesbury Pty 

Ltd, a family owned company with extensive business 

interests in Australia. Mrs Holmes à Court is also the 

Chairman of the John Holland Group, now part of the 

Leighton Group; the Australian Children’s Television 

Foundation; the Black Swan Theatre Company and 

the West Australian Symphony Orchestra. She is also 

on the Board of the Australian Research Council. Mrs 

Holmes à Court has been widely recognised nationally 

and internationally for her contribution to education 

and her services to business, arts and community. 

CORPORATE GOVERNANCE 

Helen Creed 

Helen Creed is a Vice-President of the Australian 

Council of Trade Unions (ACTU) and Chair of the 

ACTU’s women’s committee. She is the former 

State Secretary and current National President of 

the Australian Liquor, Hospitality and Miscellaneous 

Worker’s Union. Ms Creed is a published author, 

writing particularly in the areas of industrial relations 

and social welfare and has served on the Western 

Australian Tourism Commission Board previously from 

June 1992 to January 1994. 

33 




34 



Ian Mitchell 

Ian Mitchell is the Group General Manager Australia 

Sales for Qantas Airways. He is responsible for the 

sales, marketing and distribution strategies for Qantas 

in Australia and Papua New Guinea. Mr Mitchell was 

previously the Managing Director of the Northern 

Territory Tourism Commission. 

Sonja Mitchell 

Sonja Mitchell is the Chief Executive Officer and 

partner in the Kununurra based aviation company - 

Slingair. Ms Mitchell began her association with Slingair 

10 years ago and has held a variety of roles, including 

pilot, Operations Manager, Product Development 

Manager and Marketing Manager. Ms Mitchell is a 

current member of the marketing sub-committee of 

the Kimberley Tourism Association (KTA) and is Vice 

President of the KTA’s executive committee. 

Michael Monaghan 

Michael Monaghan is a third generation hotelier with 

over 35 years experience in the hospitality industry. 

He was the National President of the Australia Hotels 

Association from 1996 to 1998 and was awarded 

national life membership in 2000 for services to the 

hospitality industry. He has been State President of 

the Western Australian Branch of the Australian 

Hotels Association since 1992 and was awarded life 

membership in 1997. As the licensee of the Subiaco 

Hotel, Mr Monaghan employs over 100 people. 

Anthony Quahe 

Anthony Quahe is a Partner with legal firm Wojtowicz 

Kelly. He qualified as a lawyer in 1983 and has 

extensive legal experience in the areas of commercial 

dispute resolution, trade practices, intellectual property 

and company and commercial work. Mr Quahe also 

has management experience and an accounting 

qualification. He speaks Mandarin and was the 

Chairman of the Celebrate WA Council from 1997 

until 2001 and was a Council Member of the Western 

Australian Chinese Chamber of Commerce from 1996 

until 2000. 

Ross Hughes 

Ross Hughes has been a member of the LandCorp 

Board since 1997 and was the Chairman of the 

Rottnest Island Authority for seven years until 2001 

and was a Senator of Murdoch University for nine 

years. Mr Hughes’ term expired in August, 2002.


Board Meetings and Attendance 

NORMAL MEETINGS 

NON COMPULSORY 

SPECIAL MEETINGS 

Possible Actual 

Attendance Attendance 

TOTALS 

Possible 

Attendance 

Actual 

Attendance 

Possible 

Attendance 

Mulgrew, A Alan 11 11 2 2 13 13 

O’Meara, L 11 10 2 1 13 11 

Creed, H 11 10 2 2 13 12 

Holmes à Court, J 11 10 2 1 13 11 

Hughes, R 2 2 0 0 2 2 

Mitchell, I 11 8 2 0 13 8 

Mitchell, S 11 6 2 0 13 6 

Monaghan, M 11 9 2 2 13 11 

Quahe, A 9 9 2 2 11 11 

Declaration of Interests 

The Board has a standing declaration of interest 

process where Board agenda papers are not distributed 

to those members who have a declared or perceived 

interest in relation to any matter. In addition to this 

process, Board members declare other interests from 

time to time as matters arise. 

During 2002-2003, Janet Holmes à Court declared a 

specific interest in the Indian Ocean Drive, as she has 

land holdings nearby which could benefit from the 

road’s construction. Anthony Quahe declared a specific 

interest in the execution of a deed of indemnity for 

himself by the Board. 

Independent External Advice 

Individual Board members have the right to seek 

independent professional advice on particular matters 

before the Board, subject to approval from the 

Chairman, at the Commission’s expense. 

Committees 

To assist the Board in achieving the highest standards 

of corporate governance, the Board members closely 

involve themselves with the critical areas of the 

Commission’s activities through the establishment of 

Board Committees. 

The Board has established four committees to assist 

it in the delivery of the Commission objectives and 

one committee to assist the Board in its financial 

management and conformance activities. 

Actual 

Attendance 

35 





36 



Board Of Commissioners 

The Chief Executive Officer attends all Committees 

(except for the Rally Australia Board), together with 

other relevant Executive Directors, as required. 

The Western Australian Tourism Marketing 

Committee provides high level strategic advice on the 

marketing activities of the Commission in domestic and 

international markets. 

The EventsCorp Committee undertakes high level 

strategic consideration of the opportunities to promote 

Western Australia through major events and the 

business tourism sector. This committee operates with 

delegated authority from the Board to ensure that 

maximum advantage is taken of opportunities as and 

when they present. 

The Rally Australia Board oversees the conduct 

of Rally Australia as a round of the World Rally 

Championship. Operating with delegated authority, 

the Rally Australia Board ensures that the event is 

positioned strategically and maximises opportunities to 

promote Western Australia and increase new visitors to 

the State. 

The Nature Based Tourism Advisory Committee 

advises the Board on the synergies of our natural assets 

with tourism product development opportunities and 

policy-related matters. 

The Finance and Audit Committee provides additional 

assurance regarding the quality and reliability of 

financial information. The committee reviews financial 

performance and provides advice to the Board on 

areas of concern. The committee also reviews the 

activities of the internal auditors and liaises with the 

Commission’s external auditor, the Auditor General 

of Western Australia. It monitors legal and procedural 

requirements to ensure that the Commission is 

complying with all regulatory requirements. 

Business Risk 

Established procedures at Board and Management level 

are designed to maintain the Commission’s operational 

viability and to safeguard assets and interests and 

ensure the integrity of its reporting. These include 

accounting, financial reporting and internal control 

procedures and limits, which are subject to internal and 

external audit review. 

Ethical Standards 

The Commission’s Board acknowledges the need for 

the highest standard of corporate governance practices 

and ethical conduct by all members, employees and 

contractors. The Board has adopted its own code of 

conduct.

Compliance Statement 

The Honourable Bob Kucera APM JP MLA 

Minister for Tourism 

Dear Minister, 

In accordance with Section 66 of the Financial 

Administration and Audit Act 1985, we hereby submit 

for your information and presentation to Parliament, 

the Annual Report for the Western Australian Tourism 

Commission for the year ended 30 June 2003. The 

report has been prepared in accordance with the 

provisions of the Financial Administration and Audit 

Act 1985. 

Legislation and Administration 

The Western Australian Tourism Commission Act 1983 

and the Western Australian Tourism Commission 

Amendment Act 1994 govern the administration of 

the Western Australian Tourism Commission. 


administers the Western Australian Tourism 

Commission Act 1983 and the Western Australian 

Tourism Commission Amendment Act 1994. 

Legislation impacting on WATC Activities 

In the performance of its functions, the WATC 

complies with the following relevant written laws: 

• Anti-Corruption Act 1988 

• Anti Discrimination Act 1938 

• Archives Act 1983, Commonwealth 

• Censorship Act 1996 

• Commercial Tenancy (Retail Shops) Agreements 

Act 1985 

• Copyright Act 1993 

• Electoral Act 1907 

• Equal Opportunity Act 1984 

• Fair Trading Act 1987 

• Financial Administration and Audit Act 1985 

• Freedom of Information Act 1992 

• Government Employees Superannuation Act 1987 

• Income Tax Assessment Act 1936 

• Industrial Relations Act 1979 

• Industrial Relations Act 1990, Commonwealth 

• Library Board of Western Australia Act 1951 

• Minimum Conditions of Employment Act 1993 

• Occupational Health, Safety and Welfare Act 1984 

Public Sector Management Act 1994 

• Public Sector Management Act 1994 

• Salaries and Allowances Act 1975 

• State Supply Commission Act 1991 

• Treasury Regulations and Treasurer’s Instructions 

• Western Australian Tourism Commission Act 1983 

• Western Australian Tourism Commission 

Amendment Act 1994 

• Workers Compensation and Rehabilitation Act 

1981 

• Workplace Agreements Act 1993 

In the financial administration of the Western 

Australian Tourism Commission, we have complied 

with the requirements of the Financial Administration 

and Audit Act 1985 and every other relevant 

written law. We have exercised controls that provide 

reasonable assurance that the receipt and expenditure 

of moneys and the acquisition and disposal of public 

property, and incurring of liabilities, have been in 

accordance with legislative provisions. 

Procedures designed to ensure compliance and 

appropriate internal assessments have been put in 

place to satisfy us that this statement is correct. 

Alan Mulgrew 

CHAIRMAN 


Richard Muirhead 

CHIEF EXECUTIVE OFFICER 


37 




KEY PERFORMANCE INDICATORS 

38 



Scuba diving at Busselton Jetty


Certification of Key Performance Indicators 

We hereby certify that the performance indicators are based on proper records; are relevant and 

appropriate for assisting users to assess the Western Australian Tourism Commission’s performance, and 

fairly represent the performance of the Western Australian Tourism Commission for the year ended 30 

June 2003. 

Alan Mulgrew 

CHAIRMAN 


29 August 2003 

Laurie O’Meara 

DEPUTY CHAIRMAN 



39 



KEY PERFORMANCE INDICATORS


INDEPENDENT AUDIT OPINION 

To the Parliament of Western Australia 

AUDITOR GENERAL 

WESTERN AUSTRALIAN TOURISM COMMISSION 

PERFORMANCE INDICATORS FOR THE YEAR ENDED JUNE 30, 2003 

Audit Opinion 

In my opinion, the key effectiveness and efficiency performance indicators of the Western 

Australian Tourism Commission are relevant and appropriate to help users assess the 

Commissions performance and fairly represent the indicated performance for the year 

ended June 30, 2003. 

Scope 

The Commissions Role 

The Commission is responsible for developing and maintaining proper records and systems 

for preparing performance indicators. 

The performance indicators consist of key indicators of effectiveness and efficiency. 

Summary of my Role 

As required by the Financial Administration and Audit Act 1985, I have independently 

audited the performance indicators to express an opinion on them. This was done by 

looking at a sample of the evidence. 

An audit does not guarantee that every amount and disclosure in the performance indicators 

is error free, nor does it examine all evidence and every transaction. However, my audit 

procedures should identify errors or omissions significant enough to adversely affect the 

decisions of users of the performance indicators. 

40 



D D R PEARSON 


November 19, 2003 

4th Floor Dumas House 2 Havelock Street West Perth 6005 Western Australia Tel: 08 9222 7500 Fax: 08 9322 5664


The key performance indicators provide an indication of whether the Western Australian Tourism Commission has 

achieved the outcomes agreed with government. The two outcomes are: 

(a) Western Australia is promoted as an attractive destination; and 

(b) An enhanced tourist industry, infrastructure and product base. 

Outcome 1: 

Western Australia is promoted as an attractive destination 

Effectiveness Key Performance Indicator 1: The extent to which campaigns and promotional activities 

improved the level of ‘consumer awareness’ of Western Australia as an attractive tourist destination. 

The key performance indicator provides a measure of the extent to which Western Australia’s tourism potential is 

recognised by consumers. 

National Market 

The data was collected via the Roy Morgan Research Holiday Tracking Survey. The survey focuses on measuring 

advertising awareness of holiday destinations in Australia; where people would prefer to go for short and long 

trips; and intention of taking such trips. 

Due to a change in methodology direct comparisons can only be made for the years 2000-2001 to 2002-2003. In 

January 2000 Roy Morgan Research changed the methodology to increase the sample size by 10,000 respondents, 

increased the frequency of surveys from monthly to continuous weekly interviewing and introduced a self-completion 

diary. More importantly, an “overseas” response option was added to the ‘long trip preference’ questions, which had 

a detrimental effect on the preferences of eastern states consumers to holiday in Western Australia, compared with 

overseas destinations. 

1a. Perceived knowledge of Western Australia as a holiday destination by people in other states (interstate) 

Category 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

A lot 4.8 4.8 4.6 4.2 

Quite a bit 11.6 10.7 8.5 10.4 

Some 22.0 23.0 20.9 25.1 

A little 41.5 39.0 38.5 50.1 

None 19.3 20.2 24.5 8.8 

Can’t Say 0.9 2.3 3.1 1.4 

Due to concerns over measurement validity and variability, ‘perceived knowledge’ (about Western Australia) was 

discontinued as a measure for the 2002-2003 financial period. It was replaced by ‘intentions to travel’ (to Western 

Australia), which is believed to be a superior and more functional measure. ‘Intentions to travel’ will form the 

benchmark for future reporting. 


1b. Long Trip Preference (Propensity to consider) 

Propensity to consider a holiday destination in Western Australia by market type 

MARKET 2002-2003 (%) 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

Interstate 15.5 15.8 16.5 28.4 23.9 

Intrastate 32.4 31.2 26.0 40.8 38.1 

Notes: 

i 

Definition: The above table represents propensity by people in both the interstate and intrastate markets who 

would like to spend a holiday of three or more nights in Western Australia in the next two years. 

ii Derivation: Interstate - population size of 14.40 million (aged 14+); sample size of 25,454; estimated error rate 

+/- 0.3% at 95% confidence level. 

Intrastate - population size of 1.58 million (aged 14+); sample size of 2219; estimated error rate +/- 0.9% at 

95% confidence level. 

iii Calculation based on 12 month period July – June. 

41 




In the national market, this indicator measures the destination where people would prefer to go on holidays in 

Australia. The proportion of residents who would consider Western Australia for a holiday in the next two years 

remained relatively stable over the past financial year, as evidenced by a marginal decrease of 0.5% amongst 

interstate residents, and a marginal increase of 0.2% amongst intrastate residents. 

Propensity to consider a holiday destination in Australia by State (National Market) 

STATE 2002-2003 (%) 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

WA 17.2 17.6 17.2 29.5 28.2 

Qld 39.3 40.0 36.9 55.0 57.6 

NSW 27.4 27.5 25.7 26.0 26.4 

Vic 23.4 23.2 21.5 22.9 23.3 

NT 13.1 14.2 14.0 25.1 25.9 

Tas 15.0 14.6 13.3 23.2 23.1 

SA 11.7 12.3 11.3 16.5 16.3 

ACT 2.9 2.9 2.4 3.3 3.2 

Overseas 41.1 39.0 41.7 - - 

Notes: 

i 

Derivation: Population size of 15.98 million (aged 14+); sample size of 25,454; estimated error rate +/- 0.3% at 

95% confidence level. 

ii Calculation based on 12 month period July – June. 

The introduction of an ‘overseas’ response option to surveys conducted since January 2001 has produced lower 

‘preference’ figures for many States and Territories. As a consequence of this change in methodology, results 

obtained after 2000-2001 are not directly comparable to previous years. A positive outcome is that the change 

in methodology provides a more accurate picture of consumer holiday preferences in terms of both domestic and 

international destinations. Since 2000-2001, Western Australia has consistently remained the fourth most popular 

Australian destination for stays of three or more nights, behind Queensland, New South Wales and Victoria. 

1c. Level of unprompted advertising awareness of Western Australia as a holiday destination 

Interstate 

All Other States 2002-2003 (%) 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

Average 8.0 9.4 9.6 8.7 7.0 

Peak 11.0 16.8 12.0 12.4 12.6 

Notes: 

i 

Definition: The above table represents the proportion of people in both the interstate and intrastate markets 

who have read, seen or heard anything on holidays in Western Australia. 

ii Derivation 2002 - 2003: Population size of 14.39 million (aged 14+); number of respondents is 12,496; 

estimated error rate +/- 0.4% at 95% confidence level. 

Iii Calculation based on 12 month period July – June. 

42 



Although the measure of advertising awareness is taken weekly via the Roy Morgan Research Holiday Tracking 

Survey, the most suitable measures of performance are the average level of awareness for the whole year; and the 

highest or peak level of awareness for any month. The average level of advertising awareness for Western Australia 

as a holiday destination amongst interstate residents decreased by 1.4% over the previous financial year. Similarly, 

peak advertising awareness levels amongst interstate residents also experienced a significant decrease of 5.2%. 

Much of this decrease can be attributed to the spike in interstate advertising activity which occurred in the 2001- 

2002 financial period, as a response to the Ansett collapse and the September 11 terrorist attacks in the United 

States. Specifically, 2001-2002 was characterised by increased activity in Brand WA campaigns, the $100 Million 

Holiday Sale campaign and the $5 million crisis funding.

The Western Australian awareness results are based on the proportion of interstate residents who have read, seen 

or heard anything on holidays in Western Australia from any organisation, not just the Western Australian Tourism 

Commission. As a result, fluctuations in interstate advertising awareness throughout the year may also reflect other 

awareness building activities undertaken by tourism operators, such as coach companies, accommodation providers 

and airlines. 

Intrastate 

2002-2003 (%) 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

Average 44.8 47.0 37.3 40.4 33.1 

Peak 57.8 69.8 50.6 50.4 59.5 

Notes: 

i Derivation: Population size of 1.60 million (aged 14+); number of respondents is 1,275; estimated error rate +/- 

1.2% at 95% confidence level. 

ii Calculation based on 12 month period July – June. 

When compared to the 2001-2002 period, the average level of advertising awareness for Western Australia as 

a holiday destination amongst intrastate residents decreased by 2.0%, with peak advertising awareness levels 

decreasing by 12.0%. However, when compared to the 2000-2001 period, favourable increases in unprompted 

awareness levels were observed. 

As stated previously, the sudden and temporary increase in unprompted awareness in the intrastate market during 

2001-2002 can largely be attributed to the spike in intrastate advertising activity which occurred during this period 

in response to the Ansett collapse and the September 11 terrorist attacks in the United States, including increased 

activity in Brand WA campaigns, the $100 Million Holiday Sale campaign and the $5 million crisis funding. 

As with the interstate results, it must be kept in mind that Western Australian intrastate awareness results are 

based on the proportion of intrastate residents who have read, seen or heard anything on holidays in Western 

Australia from any organisation, not just the Western Australian Tourism Commission. As a consequence, 

fluctuations in intrastate advertising awareness throughout the year may also reflect other awareness building 

activities undertaken by tourism operators, such as coach companies, accommodation providers and airlines. 

International Market 

The data was collected via the NFO Donovan Research Survey. The survey methodology focuses on measuring the 

consumer’s level of knowledge of Western Australia as a holiday destination and propensity to consider Western 

Australia as a holiday destination, in a target market population that is defined by age and socio-economic status. 

Note: Due to international events such as the Severe Acute Respiratory Syndrome pandemic and the Iraq war, the 

Western Australian Tourism Commission Brand campaign, on which previous benchmark measures have been 

taken, was not conducted. As a consequence this key performance indicator was not measured in the United 

Kingdom or Malaysia during 2002-2003. 


(a) Perceived knowledge of Western Australia as a holiday destination 

Singapore Market 

Rating 2002-2003 (%) 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

A lot 9 4 4 8 3 

Quite a bit 22 31 20 23 15 

Something 32 38 33 27 35 

Very little 30 25 41 40 42 

Nothing 8 2 1 2 5 

Notes: 

i Derivation: Population size of 4 million; sample size of 400, 95% confidence level, +/-5% estimated error rate. 

43 




In regards to the knowledge category ‘a lot’ the Singapore market has shown a five percentage point increase, 

however, the remaining categories show a negative shift. As a result of SARS, terrorist activities and the Iraq war, 

the Western Australian Tourism Commission put all Singapore marketing activity on hold. This adversely affected 

the results. Campaigns were recommenced towards the end of the year. 

United Kingdom Market 

Rating 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

A lot 6 5 5 3 

Quite a bit 9 15 11 11 

Something 31 37 20 23 

Very little 33 17 41 37 

Nothing 22 26 22 26 

Malaysia Market 

Rating 2001-2002 (%) 2000-2001 (%) 

A lot 7 5 

Quite a bit 18 20 

Something 42 33 

Very little 30 33 

Nothing 3 9 

(b) Propensity to consider Western Australia as a holiday destination 


Rating 2002-2003 (%) 2001-2002 (%) 2000-2001 (%) 1999-2000 (%) 1998-1999 (%) 

Definitely consider 16 15 13 10 15 

Might consider 38 51 35 52 47 

Not consider 43 33 44 36 38 

Don’t know 3 1 8 2 1 

Notes: 

i 

Derivation: Population size of 4 million; sample size of 400, 95% confidence level, +/- 5% estimated error rate. 

The results show ‘propensity to travel’ to Western Australia declined overall. This was a result of the events that 

occurred in the region during the past eight months. The lack of marketing activities in Singapore during the same 

period was also a factor. 



Definitely consider 27 34 34 28 

Might consider 39 38 34 39 

Not consider 24 22 27 19 

Don’t know 10 6 4 15 

44 



Malaysia Market 

Rating 2001-2002 (%) 2000-2001 (%) 

Definitely consider 16 12 

Might consider 48 35 

Not consider 32 41 

Don’t know 5 13

Effectiveness Key Performance Indicator 2: The extent to which activities of the Western Australian Tourism 

Commission improved the level of ‘trade awareness’ of Western Australia as an attractive tourist destination. 

The key performance indicator measures the level of influence the Western Australian Tourism Commission has 

on the trade, regarding its awareness of Western Australia’s tourism products and its propensity to recommend 

Western Australia’s tourism products to its customers. This is measured via an annual survey, conducted by 

Patterson Market Research. The trade refers to retail and wholesale travel agents. The national market includes 

only interstate trade who are serviced by the Western Australian Tourism Commission’s interstate sales team. Only 

agents who were targeted during the year are included in the survey population. 

Note: The Western Australian Tourism Commission was advised by the Auditor General’s office that the outcomes 

of past customer satisfaction surveys and the validity of the data was questionable. As a consequence it was 

agreed not to measure this key performance indicator in 2002-2003. The Western Australian Tourism Commission 

has reviewed its key performance indicators and will report on the new indicators in 2003-2004. 

(a) 

Knowledge levels of Western Australian product 

National market (retail travel agents) 


10 2 4 1 1 

9 8 16 16 16 

8 38 33 37 43 

7 28 20 26 22 

6 14 17 13 8 

1-5 10 9 6 10 

International core markets (retail and wholesale travel agents) 


10 20 30 27 29 

9 27 23 17 32 

8 25 26 34 25 

7 20 12 14 8 

6 5 2 8 3 

1-5 3 7 0 3 

(b) Western Australian Tourism Commission contribution to the current knowledge levels 

National market (retail travel agents) 


Very significant 31 31 31 31 

Significant 40 47 56 45 

Insignificant 15 6 8 6 

Not at all 12 9 2 7 

Don’t know 2 8 2 11 

International core markets (retail and wholesale travel agents) 


Very significant 30 30 29 38 

Significant 64 61 56 46 

Insignificant 7 5 14 14 

Not at all 0 4 2 2 

45 





(c) Likelihood of recommending Western Australia for a holiday to customers now as compared to 12 months ago 



More likely now 54 61 76 56 

About the same 44 38 22 44 

Less likely now 2 2 2 0 




More likely now 55 60 78 62 

About the same 39 38 22 37 

Less likely now 7 0 0 0 


46 



Effectiveness Key Performance Indicator 3: The extent to which visitor expenditure is generated from 

incremental tourism initiatives, i.e. Western Australia convention and incentive travel, Tourist Centre, events 

and tactical campaigns. 

A number of Western Australian Tourism Commission initiatives are specifically directed at generating additional 

tourism activity and visitor expenditure. This is known in the industry as “incremental tourism activity” because the 

additional expenditure in Western Australia by tourists would not have occurred if these extra initiatives had not 

been implemented. Therefore, the level of incremental tourism activity, as measured by visitor expenditure, provides 

another indicator of the success in promoting Western Australia as a tourist destination. 

Visitor expenditure generated from incremental tourism ($ million) 

WA Visitor 

Centre 

Hosted Events 

Tactical 

Campaigns 

Conventions 

& Incentives 

Hosted 

Total Year 

2002-2003 21.2 36.3 20.5 57.3 135.3 

2001-2002 23.7 42.0 11.6 44.8 122.1 

2000-2001 24.1 33.1 13.6 44.9 115.7 

1999-2000 29.3 65.7 15.9 - 110.9 

1998-1999 22.8 43.3 11.3 - 77.4 

Notes: 

i 

Definition: The results for the Western Australian Visitor Centre and the intrastate component of tactical 

campaigns, have been calculated using the most recent visitor expenditure rates available (at time of 

publishing) from the Domestic Tourism Expenditure Research Program. 

ii An economic impact multiplier was applied to ‘hosted events’ during 1998-1999 to 2001-2002. The 2002-2003 

results reflect direct visitor expenditure and therefore cannot be compared with previous results. 

Despite the significant challenges faced by the Western Australian Tourism Commission and industry during 

the 2002-2003 financial year, the tactical campaign incremental business targets have been exceeded. This is a 

reflection of the capacity of the Western Australian Tourism Commission to identify and implement appropriate 

crisis strategies and recovery campaign initiatives to ensure the best possible return on investment for Western 


Expenditure from conventions and incentives hosted rose by $12.5 million (27.9%) over the previous year, despite 

the uncertain global conditions which impacted on international attendance. 

Visitor expenditure generated by the Western Australian Visitor Centre decreased by 10.5% in 2002-2003, when 

compared with 2001-2002. This was mainly the result of the new Virtual Call Centre and the downturn in the 

number of international visitors. The 40 Visitor Centres throughout Western Australia now receive diverted calls 

through the Virtual Call Centre, and these calls generally result in higher expenditure than general information calls. 

International visitors are high yield visitors and therefore a decrease in the number of these visitors affects visitor 

expenditure to a greater degree than domestic visitors. 


The 2002-2003 results for events cannot be compared with previous results due to a change in methodology in 

measuring this indicator. Previously, a multiplier effect was applied to visitor expenditure, with the multiplier being 

dependent on the industry sector. The measurement of visitor expenditure no longer incorporates the multiplier 

effect, but now simply equates to the direct visitor expenditure. 

47 




Effectiveness Key Performance Indicator 4: The extent to which bids were successful for meetings, incentive 

travel, conventions and events. 

Estimated visitor expenditure generated by successful bids ($ million) 

Events 

Conventions 

(International) 

Conventions 

(National) 

Meetings and 

Incentives 

2002-2003 39.6 20.3 27.1 24.9 

2001-2002 44.4 21.6 21.2 23.7 

2000-2001 31.9 24.5 28.6 21.4 

1999-2000 23.0 19.5 25.0 29.0 

1998-1999 55.7 22.8 15.7 21.8 

Notes: 

i 

Definition: The above table provides details the effectiveness of the Western Australian Tourism Commission 

in partnership with the Perth Convention Bureau in winning bids during the year in terms of their expected 

economic impact for the State. 

During 2002-2003, a total of 250 conventions, meetings and incentives were secured, resulting in an estimated 

$72.3 million in visitor expenditure. This is a 8.7% increase from 2001-2002. The 27.8% increase in national 

conventions is mainly attributable to the Perth Convention Bureau’s convention attraction support team initiative. 

Through this initiative the Perth Convention Bureau secured an estimated $6.5 million in visitor expenditure from 

conferences with more than 900 out-of-state delegates. Securing international conventions was affected by global 

insecurity and the outbreak of Severe Acute Respiratory Syndrome, resulting in a 6.0% decrease in estimated visitor 

expenditure. 





48 



Effectiveness Key Performance Indicator 5: Level of industry support and revenue generated. 

Revenue generated through industry support 

Market 2002-2003 

Support $ 

2001-2002 

Support $ 

2000-2001 

Support $ 

1999-2000 

Support $ 

1998-1999 

Support $ 

National 1,231,493 1,169,426 508,669 727,017 766,927 

WA Visitor Centre 730,517 777,277 800,157 886,345 789,876 

International 2,200,598 2,349,905 2,732,246 1,775,406 1,577,762 

Events 5,242,360 4,777,738 4,415,178 6,404,055 4,061,956 

Conventions & 

Incentive Travel 1,220,321 792,586 550,030 520,969 426,802 

Total 10,625,289 9,866,932 9,006,280 10,313,792 7,623,323 

Notes: 

i 

Definition: The above table provides details of Wester Australian Tourism Commission’s effectiveness in 

terms of increasing the level of industry support for promotion of WA as a tourism destination and the dollar 

contribution provided by industry. 

The amount of financial support provided by industry continues to be significant, with $10.6 million contributed to 

Western Australian Tourism Commission activities in 2002-2003. 

During 2002-2003, the Severe Acute Respiratory Syndrome pandemic and the Iraq war affected the financial 

support provided by many major operators in market. While industry support was up domestically, a reflection of 

the increased activity within Australia, international support was down marginally. 

The 6.0% decrease in Western Australian Visitor Centre income is due to the decrease in commissions earned on 

sales. It is slightly offset by an increase from WA Tourism Network memberships. The decrease in commissions is 

mainly due to the fall in international visitors, who generally spend more than domestic visitors, and the majority 

of higher revenue calls being diverted through the Virtual Call Centre to other Visitor Centres throughout Western 


Convention and incentive revenue generated through industry support increased 54%. Money provided through 

the $5 million crisis fund was used to leverage industry support for programs and industry provided $100,000 to 

enable the Convention Attraction Support Team initiative to proceed. This level of revenue is not expected to be 

repeated in 2003-2004. 


49 




Efficiency Key Performance Indicator 1: Total cost of campaigns and activities relative to the level of 

‘consumer awareness’ of Western Australia as an attractive tourist destination. 

This efficiency indicator compares the level of resources expended (as measured in hundreds of thousands of 

dollars) in various markets to the level of awareness achieved as measured by a “consumer awareness index”. The 

ratio is valuable as it allows comparison regarding the efficiency of marketing activities. 


The consumer index uses the levels of consumer awareness measures as reported for the national markets at 

Effectiveness Indicator 1. The index is calculated using the following formula: 

• The sum of the percentages for the annual average of propensity to consider (preference) and the annual 

average of level of advertising awareness, divided by two. 

National Market: 

Year Cost of Resources ($100,000s) Consumer Index Ratio 

Interstate 

Market 

Intrastate 

Market 

Interstate 

Market 

Intrastate 

Market 

Interstate 

Market 

Intrastate 

Market 

2002-2003 31.33 15.9 11.7 38.6 1:0.37 1:2.43 

2001-2002 55.37 14.67 12.6 39.1 1:0.23 1:2.66 

2000-2001 30.50 9.38 13.1 31.7 1:0.43 1:3.37 

1999-2000 26.16 8.91 18.6 40.6 1:0.71 1:4.56 

1998-1999 27.94 8.66 15.5 35.6 1:0.55 1:4.16 

Notes: 

i 

The Interstate Cost of Resources for the first time in 1999-2000 included a proportion of the expenditure for 

regional cooperative marketing initiatives that is provided to Regional Tourism Associations. 

The interstate cost of resources reversed to normal during 2002-2003, with the crisis funds of 2001-2002 no longer 

applicable. The intrastate market cost showed a $123,000 increase in resource cost compared to the previous year, 

while the consumer index decreased by 0.5. This result is due to the current ‘Winter Breaks’ campaign which will 

run until the end of September 2003. 

50 




Note: Due to international events such as the Severe Acute Respiratory Syndrome pandemic and the Iraq war the 

Western Australian Tourism Commission Brand campaigns, on which previous benchmark measures have been 

taken, were not conducted. As a consequence this key performance indicator was not measured in the United 

Kingdom and Malaysia markets during 2002-2003. 

The level of awareness measures utilised are those reported for international markets reported in Effectiveness 

Indicator 1 (consumer awareness of Western Australia as an attractive tourist destination). The Consumer Index is 

calculated as follows using the individual market survey results: 

Consumer Index: The sum of the percentages for perceived knowledge for the category of “something” and above, 

and propensity to consider the categories of “might consider” and above, divided by two. 

The efficiency ratio for the international markets is similar to that of the national, but as they utilise different survey 

methodologies the results are not directly comparable. 


Year 

Cost of Resources Consumer Index 

Ratio 

($100,000s) 

2002-2003 11.03 58.5 1:5.30 

2001-2002 18.73 69.5 1:3.71 

2000-2001 13.76 52.5 1:3.82 

1999-2000 8.94 60.0 1:6.71 

1998-1999 6.94 57.5 1:8.29 

1997-1998 9.05 76.0 1:8.40 

The decline in the Consumer Index is attributed to the lower marketing spend compared to previous years. The 

decline in marketing spend during 2002-2003 was directly attributable to the lack of crisis funds that were available 

in 2001-2002. 


Year 


Ratio 

($100,000s) 

2001-2002 25.31 56.0 1:2.21 

2000-2001 29.18 64.5 1:2.19 

1999-2000 23.23 52.5 1:2.26 

1998-1999 24.61 52.0 1:2.11 

1997-1998 24.88 50.0 1:2.01 


Malaysian Market 

Year 


Ratio 

($100,000s) 

2001-2002 6.05 65.5 1:10.82 

2000-2001 2.6 52.5 1:20.22 

51 




Efficiency Key Performance Indicator 2: Total cost of campaigns and activities relative to the level of ‘trade 

awareness’ of Western Australia as an attractive tourist destination. 

Note: 

The Western Australian Tourism Commission was advised by the Auditor General’s office that the 

outcomes of past customer satisfaction surveys and the validity of the data was questionable. As a consequence 

it was agreed not to measure this key performance indicator in 2002-2003. The Western Australian Tourism 

Commission has reviewed its key performance indicators and will report on the new indicators in 2003-2004. 

The ratio compares the resources expended (as measured in hundreds of thousands) in the various markets to the 

level of awareness achieved as measured by a consumer trade index. The index uses the levels of trade awareness 

measures as reported for the markets at Effectiveness Indicator 2. The index is calculated using the following 

formula: 

Trade Awareness Index: The sum of the percentages for “Knowledge levels of WA product using the rating of ‘8’ 

and above”, “Western Australian Tourism Commission contribution to knowledge levels for ‘significant’ and above” 

and “Likelihood of recommending Western Australia for a holiday”, divided by three. 

National Trade Awareness Index 

Year 

Cost of Resources Trade Awareness Index 

Ratio 

($100,000s) 

2001-2002 8.06 57.64 1:7.16 

2000-2001 12.17 64.00 1:5.26 

1999-2000 11.68 72.33 1:6.19 

1998-1999 8.56 64.00 1:7.48 

1997-1998 11.36 72.00 1:6.34 

1996-1997 10.89 58.00 1:5.33 

Notes: 

i 

The Interstate Cost of Resources for the first time in 1999-2000 included a proportion of the expenditure for 

regional cooperative marketing initiatives that is provided to Regional Tourism Associations. 

International Trade Awareness Index 

Year 

Cost of Resources Trade Awareness Index 

Ratio 

($100,000s) 

2001-2002 31.92 73.67 1:2.31 

2000-2001 27.91 76.67 1:2.75 

1999-2000 33.08 80.33 1:2.43 

1998-1999 21.67 71.00 1:3.28 

52 



Efficiency Key Performance Indicator 3: Ratio of cost of incremental tourism activities to visitor expenditure 

generated. 

This indicator provides a ratio indicating the rate of return for each $1 of gross operating cost expended for the 

selected incremental business activities, as reported in Effectiveness Indicator 3. 

Ratio of $1 of Western Australian Tourism Commission gross operating cost of incremental tourism activity to visitor 

expenditure generated 

Activity 2002-2003 2001-2002 2000-2001 1999-2000 1998-1999 

WA Visitor Centre 1:5.14 1:4.69 1:4.98 1:8.70 1:8.89 

Events hosted 1:2.86 1:3.83 1:4.49 1:5.15 1:4.27 

Tactical campaigns 1:5.17 1:3.77 1:4.60 1:4.50 1:3.02 

Notes: 

i 

The results for the Western Australia Visitor Centre have been calculated using the most recent visitor 

expenditure rates available from the Domestic Tourism Expenditure Research Program. 

ii For events hosted, the 1998-1999 to 2001-2002 measure was the ratio of the total economic impact on 

the State by hosting events divided by gross cost, spread over a period of three years. The three-year period 

has been adopted as it is considered that it takes approximately that time from securing an event to actually 

hosting it. An economic impact multiplier was applied to direct expenditure during 1998-1999 to 2001- 

2002. The multiplier was not applied in 2002-2003 and therefore the 2002-2003 results reflect direct visitor 

expenditure. As a result the 2002-2003 results can not be compared with previous results. 

iii Tactical campaigns comprise those implemented in national and international markets. 

Recovery campaign initiatives implemented across domestic and international markets have generated increased 

incremental business, resulting in a positive return on investment ratio for Western Australia. 






53 




Efficiency Key Performance Indicator 4: Ratio of WATC cost to value of successful bids 

This indicator is used to monitor the efficiency of activities relating to the research, preparation and submission of 

bids for events, conventions and incentive travel. The indicator provides a ratio comparing $1 of Western Australian 

Tourism Commission gross operating cost of bidding activities to the estimated visitor expenditure generated by 

successful bids. 

Ratio of $1 of Western Australian Tourism Commission gross operating cost of bidding activities to the estimated 

visitor expenditure generated by successful bids 

Activity 2002-2003 2001- 2002 2000-2001 1999-2000 1998-1999 

Events 1:35.16 1:40.55 1:42.46 1:21.00 1:58.22 

Conventions (National and International) 1:49.20 1:53.64 1:65.56 1:53.04 1:44.85 

Corporate Meetings and Incentive Travel 

Groups 

1:82.14 1:89.04 1:79.34 1:103.80 1:72.68 

Notes: 

An economic impact multiplier was applied to ‘events’ during 1998-1999 to 2001-2002. The 2002-2003 results 

reflect direct visitor expenditure and therefore cannot be compared with previous results. 

The results relating to conventions, corporate meetings and incentive travel groups have not changed substantially 

over the last five years. The 2002-2003 results for events cannot be compared with previous results due to a 

change in methodology in measuring this indicator. Previously, a multiplier effect was applied to visitor expenditure, 

with the multiplier being dependent on the industry sector. The measurement of visitor expenditure no longer 

54 

incorporates the multiplier effect, but now simply equates to the direct visitor expenditure. 



Efficiency Key Performance Indicator 5: Ratio of Western Australian Tourism Commission cost to industry 

support and revenue generated 

In line with Western Australian Tourism Commission partnership objectives for many of its activities, cooperative 

funding from non-State Government tourism industry participants is sought for a range of marketing and other 

relevant initiatives. Additionally, revenue is generated from some limited commercial and retail operations. By 

obtaining this type of funding, the Western Australian Tourism Commission is able to supplement funding from 

the State Government to engage in additional promotional and marketing activities for the benefit of Western 


The indicator provides a ratio which compares the level of State Government funding resources ($1 of Western 

Australian Tourism Commission net cost) to the level of cooperative funding attracted from non-State Government 

sources through various initiatives. 

Ratio of $1 of Western Australian Tourism Commission net cost to industry support and revenue generated 

Activity 2002-2003 2001-2002 2000-2001 1999-2000 1998-1999 

National Marketing 1:0.18 1:0.16 1:0.09 1:0.20 1:0.11 

WA Visitor Centre 1:0.23 1:0.19 1:0.28 1:0.39 1:0.35 

International Marketing 1:0.22 1:0.24 1:0.37 1:0.23 1:0.25 

Events 1:0.49 1:0.47 1:0.61 1:0.90 1:0.74 

Conventions, Meetings & 1:1.08 1:0.75 1:0.53 1:0.50 1:0.40 

Incentive Travel 

Total 1:0.33 1:0.30 1:0.37 1:0.47 1:0.34 

Notes: 

i 

The results for both national and international marketing are understated each year because a significant 

amount of industry support is obtained from joint marketing activities undertaken at the national and 

international level with the Australian Tourist Commission and at the regional level through local Government 

investment. These amounts cannot be included in the financial accounts. 

The amount of financial support provided by industry continues to be significant, with $0.33 for every dollar 

invested by Government. 

There was an increase in the Western Australian Visitor Centre ratio compared with 2001-2002, due to the 

reduction in developmental expenditure associated with the rollout of the WA Tourism Network in 2001-2002. The 

reduction in expenditure in 2002-2003 more than offset the decrease in revenue. 

During 2002-2003, the Severe Acute Respiratory Syndrome pandemic and the Iraq war affected the financial 

support provided by many major operators in market. While industry support was up domestically, a reflection of 

the increased activity within Australia, international support was down marginally. 


The increase in convention and incentive revenue generated through industry support, described in effectiveness 

indicator 5, resulted in an increase in the 2002-2003 ratio. As discussed, this level of revenue is not expected to be 

repeated in 2003-2004. 

55 




Outcome 2: 

An enhanced tourist industry, infrastructure and product base 

Effectiveness Key Performance Indicator 1: Number of infrastructure project sites worked on and progressed 

to agreed stage. 

The development of tourism-related infrastructure sites provides valuable assets for the tourism industry and the 

State in general. Therefore, the more infrastructure assets the greater the benefit. For this reason, the number of 

sites progressed is included as an indicator of effectiveness for the outcome of tourism development. 

It should be noted that while the Western Australian Tourism Commission has significant influence over the 

progress of identified infrastructure projects, external events outside its control may impact on progress. 

Number of Project Sites Progressed to Agreed Stage 

Year 

Actual 

2002-2003 1 

2001-2002 2 

2000-2001 6 

1999-2000 7 

1998-1999 6 

Notes: 

Definitions: 

Infrastructure site 

Agreed stage 

Refers to a physical location or construction of a tourism-related piece of infrastructure. 

Some projects are worked on over a number of years. These projects are divided into stages that 

represent significant milestones in the project’s evolution from conception to completion. “Agreed 

Stage” is one that has been endorsed by the Western Australian Tourism Commission Board as part of 

the annual Operational Plan process. 

The specific infrastructure projects sites progressed during the year were: 

Infrastructure Project 

Kununurra - Accommodation 

Agreed Stage of Progression 

Land for the Lake Argyle Tourist Village was vested in the Westerm Australian 

Tourism Commission with the power to lease. In late 2002, the Department 

of Land Administration agreed to take over responsibility for the village and 

embarked on an expression of interest process with the assistance of the Westerm 

Australian Tourism Commission to offer a longer term lease to an individual or 

organisation for low key tourism development on the site. 

56 



Effectiveness Key Performance Indicator 2: Number of tourism products and projects developed. 

The development of tourism-related products and projects provide tangible and intangible assets for the tourism 

industry. As with infrastructure assets, the greater the number, the greater the benefit to the industry. For 

this reason, the number of tourism-related products and projects developed is provided as an indicator of the 

effectiveness for the outcome of tourism development. The involvement of the Western Australian Tourism 

Commission is to identify, facilitate and ensure the development of these products and projects, either acting as 

lead agency or participating in a development team led by another Government agency. 

This performance indicator relates to the achievement of pre-identified stages within a range of key projects that 

Western Australian Tourism Commission staff are involved in throughout the State. 

It should be noted that while the Western Australian Tourism Commission has significant influence over the 

development of tourism products and projects, external events outside its control may affect their progress. 

Number of Tourism Products and Projects Developed 

Year 

Actual 

2002-2003 66 

2001-2002 66 

2000-2001 24 

1999-2000 29 

1998-1999 21 

Notes: 

Definitions: 

Product 

Project 

Developed 

A non-infrastructure but physical tourism-related product that can be purchased or used by a consumer or visitor 

to an area once completed. Examples include a holiday chalet complex, transport tour or interpretive centre. 

A significant activity such as a strategy document progressed to completion, or, an element of a significant 

tourism-related development project, which is not being coordinated by the Western Australian Tourism 

Commission. 

The term used in relation to products being completed and ready for use by the relevant customers or 

stakeholders and in the case of projects, where the extent of the services requested from the Western Australian 

Tourism Commission have been met. 

The Western Australian Tourism Commission participated in the development of a significant number of tourism 

products and projects in 2002-2003. Key strategic projects throughout the State were progressed by the Western 

Australian Tourism Commission’s team of Regional Managers and the Head Office team. These results include the 

development of four environmental tourism packages. 


57 




58 



Effectiveness Key Performance Indicator 3: Level of customer satisfaction with tourism industry 

development services provided. 

Note: The Western Australian Tourism Commission was advised by the Auditor General’s office that the outcomes 

of past customer satisfaction surveys and the validity of the data was questionable. As a consequence it was 

agreed not to measure this key performance indicator in 2002-2003. The Western Australian Tourism Commission 

has reviewed its key performance indicators and will report on the new indicators in 2003-2004. 

The level of satisfaction is evaluated by a survey, conducted by an independent market research company. 

Two of the key elements are shown below. 

Satisfaction with the services provided by the Tourism Industry Development Division 

Exceeded or Met Clients’ Expectations Usefulness of Information Provided 

2001-2002 91 91 

2000-2001 89 90 

1999-2000 96 97 

1998-1999 96 96 

Effectiveness Key Performance Indicator 4: Number of Western Australian tourism operators registered and 

accredited to the national tourism accreditation program. 

The aim of the quality assurance program is to foster and improve the level of professionalism and standards of 

service for existing tourism industry operators. 

Registration indicates that operators have commenced implementing the required procedures and facilities to meet 

the requirements of the relevant standards. Accreditation means the operator has met the full requirement of the 

relevant standards as verified by independent audit. 

The number of registered and accredited operators provides an indication of the tourism industry’s level of 

commitment to professionalism and service. 

Number of registered and accredited tourism operators 

Accredited Tourism Industry Operators 

Actual Numbers 

Registered Tourism Industry Operators 

Actual Numbers 

2002-2003 637 1,392 

2001-2002 503 1,169 

2000-2001 461 966 

1999-2000 376 839 

1998-1999 250 653 

Notes: 

i 

The cumulative number of registered operators also includes those accredited as all accredited operators are 

registered. 

During the course of the year registered tourism industry operators increased by 19.1% and the number of 

accredited operators grew by 26.4%, indicating steady progress with this program. In total, 45.7% of registered 

tourism industry operators are accredited compared with 43.0% in the previous year.

Efficiency Indicators 

The efficiency key performance indicators comprise mostly of cost per output measures. The following indicators 

are provided on the basis that, although somewhat crude, when assessed as a whole they do provide some 

indication of overall efficiency. The Western Australian Tourism Commission has reviewed its Key Performance 

Indicators and will be reporting more refined measures for 2003-2004. 

Efficiency cost measures for various tourism industry development outputs 

Indicator Title 2002-2003 2001-2002 2000-2001 1999-2000 1998-1999 

Cost per infrastructure project site $115,974 $211,615 $265,197 $364,568 $64,119 

developed to agreed stage (i) 

Cost per tourism product or project $12,300 $10,852 $29,504 $25,478 $25,519 

developed (ii) 

Cost per research consultancy (iii) $156.92 $161.62 $80.80 $38.70 $55.10 

Cost per product development 

$499.02 $456.84 $335.53 $34.01 $33.60 

consultancy 

Cost per operator accredited to $10,386 $28,643 $15,640 $7,546 $8,927 

the National Tourism Accreditation 

Program (iv) 

Cost per infrastructure or product $80,219 76,367 - - - 

plan reviewed 

Cost per data table (research data 

table available to industry) 

$5,449 $9,261 $6,741 $3,560 $3,239 

Notes: 

(i) Results for this years cost per stage development reflect the enhanced volume of outputs produced by the 

Industry Development Team in this year with reduced staffing costs as a result of a number of positions being 

vacant for an extended period. 

(ii) Results for this years cost per tourism product or project developed reflect the enhanced volume of outputs 

produced by the Industry Development Team in this year with reduced staffing costs as a result of a number of 

positions being vacant for an extended period. 

(iii) The cost per research consultancy increased due to a change of methodology. In earlier years, both external 

and internal (ie other Western Australian Tourism Commission divisions) consultancies were recorded. From 1 

October 2000, only external consultancies were recorded. 

(iv) The cost per successful accreditation increased significantly as the number of additional operators accredited 

in this financial year decreased from 85 last year to 42 with similar resources being devoted to this output. 

Measures highlighted above have been commenced to redress this in the coming year. 


59 



FINANCIAL STATEMENTS 

Financial Statements 

Certification of Financial Statements for the year ended 30 June 2003 

The accompanying financial statements of the Western Australian Tourism Commission have been 

prepared in compliance with the provisions of the Financial Administration and Audit Act 1985 from 

proper accounts and records to present fairly the financial transactions for the year ended 30 June 2003 

and the financial position as at 30 June 2003. 

At the date of signing, we are not aware of any circumstances which would render the particulars 

included in the financial statements misleading or inaccurate. 

Alan Mulgrew 

CHAIRMAN 







60 



Richard Wilson 

EXECUTIVE DIRECTOR, 

Corporate And Business Services 

Principal Accounting Officer 


INDEPENDENT AUDIT OPINION 

To the Parliament of Western Australia 



FINANCIAL STATEMENTS FOR THE YEAR ENDED JUNE 30, 2003 

Audit Opinion 

In my opinion, 

(i) the controls exercised by the Western Australian Tourism Commission provide 

reasonable assurance that the receipt, expenditure and investment of moneys, the 

acquisition and disposal of property, and the incurring of liabilities have been in 

accordance with legislative provisions; and 

(ii) the financial statements are based on proper accounts and present fairly in 

accordance with applicable Accounting Standards and other mandatory 

professional reporting requirements in Australia and the Treasurers Instructions, 

the financial position of the Commission at June 30, 2003 and its financial 

performance and cash flows for the year ended on that date. 

Scope 

The Commissions Role 

The Commission is responsible for keeping proper accounts and maintaining adequate 

systems of internal control, preparing the financial statements, and complying with the 

Financial Administration and Audit Act 1985 (the Act) and other relevant written law. 

The financial statements consist of the Statement of Financial Performance, Statement of 

Financial Position, Statement of Cash Flows and the Notes to the Financial Statements. 

Summary of my Role 

As required by the Act, I have independently audited the accounts and financial statements 

to express an opinion on the controls and financial statements. This was done by looking at 

a sample of the evidence. 

An audit does not guarantee that every amount and disclosure in the financial statements is 

error free. The term reasonable assurance recognises that an audit does not examine all 

evidence and every transaction. However, my audit procedures should identify errors or 

omissions significant enough to adversely affect the decisions of users of the financial 

statements. 

D D R PEARSON 


November 19, 2003 

4th Floor Dumas House 2 Havelock Street West Perth 6005 Western Australia Tel: 08 9222 7500 Fax: 08 9322 5664 

61 

STATEMENTS 

FINANCIAL 





STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2003 

COST OF SERVICES 

Note 2003 2002 

$’000 $’000 

Expenses from Ordinary Activities 

Administration Expenses 2 5,854 5,046 

Advertising and Promotion Expenses 3 10,400 13,607 

Borrowing Costs Expense 4 1 3 

Capital User Charge 5 450 426 

Contract for Service – Perth Convention Bureau 11 1,010 1,010 

Depreciation Expense 6 424 416 

Doubtful Debts Expense 10 35 

Employee Expenses 7 10,461 8,888 

Event Operation Expenses 8 13,512 12,591 

Grants for Tourist Facilities and Organisations 9 2,397 2,752 

Office Accommodation and Equipment Rental Expenses 10 1,488 1,515 

Total Cost of Services 46,007 46,289 

Revenues from Ordinary Activities 

Revenue from Operating Activities 

Event Operations 8 5,143 4,758 

Industry Contribution 12 3,716 3,496 

Travel Agents’ Commission 14 460 529 

Other Revenue from Ordinary Activities 15 476 543 

Revenue from Non-operating Activities 

Interest Revenue 316 322 

Proceeds from Disposal of Non-Current Assets 13 12 7 

Total Revenues from Ordinary Activities 10,123 9,655 

NET COST OF SERVICES 35,884 36,634 

REVENUES FROM STATE GOVERNMENT 

Output Appropriation 16 35,410 33,015 

Grants Received - 3,000 

Transfers to Other Agencies - (2,956) 

Resources Received Free-of-Charge 16,28 58 52 

Transfer to Rottnest Island Authority 16 (1,727) (1,015) 

Total Revenues from State Government 16 33,741 32,096 

62 



CHANGE IN NET ASSETS (2,143) (4,538) 

Net increase (decrease) in Asset Revaluation Reserve (110) 10 

Total changes in equity other than those resulting from 

transactions with WA State Government as owners 

The Statement of Financial Performance should be read in conjunction with the accompanying notes. 

(2,253) (4,528)


STATEMENT OF FINANCIAL POSITION AT 30 JUNE 2003 

Note 2003 2002 

$’000 $’000 

CURRENT ASSETS 

Cash Assets 27 4,159 3,519 

Restricted Cash Assets 17,27 116 152 

Receivables 18 994 4,683 

Amounts Receivable for Outputs 19 424 424 

Other Assets 20 3,105 1,965 

Total Current Assets 8,798 10,743 

NON-CURRENT ASSETS 

Land 21 2,530 2,640 

Leasehold Improvements 21 92 152 

Furniture, Fittings and Equipment 21 307 310 

Computer Equipment 21 434 458 

Total Non-Current Assets 3,363 3,560 

Total Assets 12,161 14,303 

CURRENT LIABILITIES 

Payables 22 718 232 

Interest-bearing Liabilities 23 - 27 

Provisions 24 1,429 1,139 

Other Liabilities 25 3,501 4,433 

Total Current Liabilities 5,648 5,831 

NON-CURRENT LIABILITIES 

Provisions 24 2,760 2,493 

Total Non-Current Liabilities 2,760 2,493 

Total Liabilities 8,408 8,324 


NET ASSETS 3,753 5,979 

EQUITY 

Contributed Equity 26 509 482 

Reserves 26 2,530 2,640 

Accumulated Surplus 26 714 2,857 

Total Equity 3,753 5,979 

The Statement of Financial Performance should be read in conjunction with the accompanying notes. 

63 





STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2003 

Note 2003 Inflows 

(Outflows) $’000 

2002 Inflows 

(Outflows) $’000 

CASH FLOWS FROM STATE GOVERNMENT 

Output Appropriation 35,013 33,073 

Holding Account Drawdowns 424 - 

Transfers from/(to) Other Agencies 3,000 (2,944) 

Transfer to Rottnest Island Authority (1,727) (1,015) 

Net Cash Provided by State Government 36,710 29,114 

Utilised as follows: 

CASH FLOWS FROM OPERATING ACTIVITIES 

Payments 

Employee Costs (9,710) (8,493) 

Borrowing Costs (1) (3) 

Capital User Charge (450) (426) 

Event Operations Costs (12,796) (12,125) 

Marketing Costs (7,973) (11,120) 

Payments to Travel Operators (4,027) (4,822) 

GST Payments on Purchases (2,827) (2,700) 

GST Payments to Taxation Authority (981) (715) 

Other Payments (10,720) (10,898) 

Receipts 

Event Operations 3,444 2,880 

Industry Contributions 1,706 1,631 

Interest Received 320 335 

Travel Centre Revenue 4,448 5,384 

GST Receipts on Sales 597 552 

GST Receipts from Taxation Authority 2,677 2,798 

Other Receipts 547 534 

Net Cash Provided by/(used in) Operating Activities (35,746) (37,188) 

CASH FLOWS FROM INVESTING ACTIVITIES 

Purchase of Non-Current Physical Assets (345) (329) 

Proceeds from Sale of Non-Current Physical Assets 12 7 

Proceeds from Loans – Hotham Valley Tourist Railway - 12 

Net Cash provided by/(used in) Investing Activities (333) (310) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Repayment of Borrowings (27) (33) 

Net Cash used in Financing Activities (27) (33) 

64 



Net Increase/(Decrease) in Cash Held 604 (8,417) 

Cash assets at the beginning of the financial year 3,671 12,088 

CASH ASSETS AT THE END OF THE FINANCIAL YEAR 27 4,275 3,671 

The Statement of Financial Performance should be read in conjunction with the accompanying notes.


NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2003 

1.Significant Accounting Policies 

The following accounting policies have been adopted 

in the preparation of the financial statements. Unless 

otherwise stated, these policies are consistent with 

those adopted in the previous year. 

General Statement 

The financial statements constitute a general purpose 

financial report which has been prepared in accordance 

with Accounting Standards, Statements of Accounting 

Concepts and other authoritative pronouncements 

of the Australian Accounting Standards Board, and 

Urgent Issues Group (UIG) Consensus Views as 

applied by the Treasurer’s Instructions. Several of 

these are modified by the Treasurer’s Instructions to 

vary application, disclosure, format and wording. The 

Financial Administration and Audit Act 1985 and 

the Treasurer’s Instructions are legislative provisions 

governing the preparation of financial statements 

and take precedence over Accounting Standards, 

Statements of Accounting Concepts and other 

authoritative pronouncements of the Australian 

Accounting Standards Board, and UIG Consensus 

Views. The modifications are intended to fulfil the 

requirements of general application to the public 

sector, together with the need for greater disclosure 

and also to satisfy accountability requirements. 

If any such modification has a material or significant 

financial effect upon the reported results, details of 

that modification and where practicable, the resulting 

financial effect, are disclosed in individual notes to 

these financial statements. 

Basis of Accounting 

The financial statements have been prepared on the 

accrual basis of accounting using the historical cost 

convention, except for certain assets and liabilities 

which, as noted, are measured at fair value. 

(a) Output Appropriations 

Output Appropriations are recognised as revenues in 

the period in which the Western Australian Tourism 

Commission gains control of the appropriated funds. 

The Western Australian Tourism Commission gains 

control of appropriated funds at the time those funds 

are deposited into the Western Australian Tourism 

Commission’s bank account or credited to the holding 

account held at the Department of Treasury and 

Finance. 

(b) Contributed Equity 

Under UIG 38 “Contributions by Owners Made to 

Wholly-Owned Public Sector Entities” transfers in the 

nature of equity contributions must be designated by 

the Government (owners) as contributions by owners 

(at the time of, or prior to transfer) before such 

transfers can be recognised as equity contributions 

in the financial statements. Capital contributions 

(appropriations) have been designated as contributions 

by owners and have been credited directly to 

Contributed Equity in the Statement of Financial 

Position. 

(c) Grants and Other Contributions Revenue 

Grants, donations, gifts and other non-reciprocal 

contributions are recognised as revenue when the 

Western Australian Tourism Commission obtains 

control over the assets comprising the contributions. 

Control is normally obtained upon their receipt. 

Contributions are recognised at their fair value. 

Contributions of services are only recognised when a 

fair value can be reliably determined and the services 

would be purchased if not donated. 

(d) Revenue Recognition 

Revenue from the sale of goods and disposal of other 

assets and the rendering of services is recognised 

when the Western Australian Tourism Commission has 

passed control of the goods or other assets or delivery 

of the service to the customer. 

The receipt of goods and services provided in lieu of 

cash for the management and sponsorship of events 

and the Western Australian Tourism Commission’s 

media and journalists’ familiarisation programs are 

recognised in the accounts. 

These non-cash (contra) amounts are incorporated 

in the relevant expenditure and revenue items. The 

valuation of contra items is generally specified in the 

individual contracts with suppliers, but where the 

contract does not specify the value of the contra items 

representing the goods or services, the valuation is 

determined by the normal retail price of the goods or 

services received. 

65 




NOTES TO THE FINANCIAL STATEMENTS 

(e) Acquisitions of Assets 

The cost method of accounting is used for all acquisitions 

of assets. Cost is measured as the fair value of the assets 

given up or liabilities undertaken at the date of acquisition 

plus incidental costs directly attributable to the acquisition. 

Assets acquired at no cost or for nominal 

consideration, are initially recognised at their fair value 

at the date of acquisition. 

(f) Depreciation of Non-current Assets 

All non-current assets costing in excess of $1,000 and 

having a limited useful life are systematically depreciated 

over their estimated useful lives in a manner which reflects 

the consumption of their future economic benefits. 

Depreciation is calculated on the straight-line basis, 

using rates which are reviewed annually. Expected 

useful lives for each class of depreciable asset are: 

Furniture, Fittings and Equipment 5 - 10 years 

Computer Equipment 

3 - 5 years 

Leasehold Improvements Term of lease 

(g) Revaluation of Land 

The Western Australian Tourism Commission has 

a policy of valuing land at fair value. The annual 

revaluations of the Western Australian Tourism 

Commission’s land is undertaken by the Valuer 

General’s Office for the Government Property Register 

and are recognised in the financial statements. 

(h) Leases 


has entered into a number of operating lease 

arrangements for motor vehicles, buildings and office 

equipment where the lessors effectively retain all of the 

risks and benefits incident to ownership of the items 

held under the operating leases. Equal instalments of 

(j) Receivables 

Receivables are recognised as the amounts receivable 

as they are due for settlement no more than 30 days 

from the date of recognition. 

Collectability of receivables is reviewed on an ongoing 

basis. Debts which are known to be uncollectable are 

written off. A provision for doubtful debts is raised 

where some doubts as to collection exists and in any 

event where the debt is more than 90 days overdue. 

(k) Payables 

Payables, including accruals not yet billed, are 

recognised when the Western Australian Tourism 

Commission becomes obliged to make future 

payments as a result of a purchase of assets or services. 

Payables are generally settled within 30 days. 

(l) Interest-bearing Liabilities 

Bank loans and other loans are recorded at an 

amount equal to the net proceeds received. The item 

“Borrowing costs” is recognised on an accrual basis. 

(m) Employee Benefits 

Annual leave 

This benefit is recognised at the reporting date in 

respect to employees’ services up to that date and is 

measured at the nominal amounts expected to be paid 

when the liabilities are settled. 

Long service leave 

The liability for long service leave expected to be settled 

within 12 months of the reporting date is recognised in the 

provisions for employee benefits, and is measured at the 

nominal amounts expected to be paid when the liability is 

settled. The liability for long service leave expected to be 

settled more than 12 months from the reporting date is 

recognised in the provisions for employee benefits and is 

the lease payments are charged to the Statement of 

measured at the present value of expected future payments 

Financial Performance over the lease term, as this is 

to be made in respect of services provided by employees 

66 



representative of the pattern of benefits to be derived 

from the leased property. 

The Western Australian Tourism Commission has not 

entered into any finance leases. 

(i) Cash 

For the purpose of the Statement of Cash Flows, cash 

includes cash assets and restricted cash assets. These 

include short-term deposits that are readily convertible 

to cash-on-hand and are subject to insignificant risk of 

changes in value. 

up to the reporting date. Consideration is given, when 

assessing expected future payments, to expected future 

wage and salary levels including relevant on-costs, 

experience of employee departures and periods of service. 

Expected future payments are discounted using market 

yields, at the reporting date, on national government bonds 

with terms to maturity and currency that match, as closely 

as possible, the estimated future cash outflows. 

This method of measurement of the liability is 

consistent with the requirements of Accounting 

Standard AAS 1028 “Employee Benefits”.

Superannuation 

Staff may contribute to the Gold State Superannuation 

Scheme, a defined benefit and lump sum scheme 

now closed to new members. All staff who do not 

contribute to this scheme become non-contributory 

members of the West State Superannuation 

Scheme, an accumulation fund complying with the 

Commonwealth Government’s Superannuation 

Guarantee (Administration) Act 1992. Both of these 

schemes administered by the Government Employees 

Superannuation Board (GESB). 

The liability for the pre-transfer service liability 

for employees who transferred to the Gold State 

Superannuation Scheme is unfunded and the liability 

for future payments is provided for at reporting date. 

The liabilities for superannuation charges under the 

Gold State Superannuation Scheme and West State 

Superannuation Scheme are extinguished by payment 

of employer contributions to the GESB. 

Prior to the formation of the Western Australian Tourism 

Commission in 1984, the Government retained liability 

for funding members’ superannuation benefits for staff 

employed by the Western Australian Department of 

Tourism. This situation continued from 1984 until the 

implementation of the new Government Employees 

Gold State Superannuation Scheme in July 1987. 

Following a review by the Treasury Department and the 

GESB, the Western Australian Tourism Commission is 

now required to meet the past service liabilities for those 

members of the Gold State Superannuation Scheme 

who cease employment after 1 July 1992. 

A provision for the pre-1992 service liability has 

been determined by the Western Australian Tourism 

Commission based on information supplied by the GESB. 

The note disclosure required by paragraph 6.10 

of AASB 1028 (being the employer’s share of 

the difference between employees’ accrued 

superannuation benefits and the attributable net 

market value of plan assets) has not been provided. 

State scheme deficiencies are recognised by the State 

in its whole-of-government reporting. The GESB’s 

records are not structured to provide the information 

for the Western Australian Tourism Commission. 

Accordingly, deriving the information for the Western 

Australian Tourism Commission is impractical under 

current arrangements, and thus any benefits thereof 

would be exceeded by the cost of obtaining the 

information. 

(n) Employee Benefit On-costs 

Employee benefit on-costs, including payroll tax, are 

recognised and included in employee benefit liabilities 

and costs when the employee benefits to which they 

relate are recognised as liabilities and expenses. (See 

Notes 7 and 24) 

(o) Accrued Salaries 

Accrued salaries (refer Note 25) represent the amount 

due to staff but unpaid at the end of the financial year, 

as the end of the last pay period for that financial year 

does not coincide with the end of the financial year. 

The Western Australian Tourism Commission considers 

the carrying amount approximates net fair value. 

(p) Resources Received Free-of-Charge or For 

Nominal Value 

Resources received free-of-charge or for nominal value 

which can be reliably measured are recognised as revenues 

and as assets or expenses, as appropriate, at fair value. 

(q) Foreign Currency Translation and Hedges 

The Commission has offices in Japan, Singapore, 

Malaysia, UK and Germany. These offices maintain local 

bank accounts, the balances of which are included in 

the balance of cash-on-hand and permanent advances. 

Transactions denominated in a foreign currency are 

translated at the rates in existence at the dates of the 

transactions. Foreign currency receivables and payables at 

reporting date are translated at exchange rates current at 

reporting date. Exchange gains and losses are brought to 

account in determining the result for the year. 

Forward foreign exchange contracts are entered into as 

hedges to avoid or minimise possible adverse financial 

effects of movements in exchange rates. Exchange 

gains and losses and costs arising from these contracts 

are deferred and included in the determination of the 

amounts when the transactions are brought to account. 

(r) Comparative Figures 

Comparative figures are, where appropriate, 

reclassified so as to be comparable with the figures 

presented in the current financial year. 

(s) Rounding 

Amounts in the financial statements have been 

rounded to the nearest thousand dollars, or in certain 

cases, to the nearest dollar. 

67 





2. Administration Expense 

2002-03 2001-02 

$’000 $’000 

Commissioners Fees and Expenses 224 201 

Communications Expenses 582 740 

Computer Expenses 454 680 

Travel 470 323 

Vehicle Expenses 472 427 

Research 782 166 

General Administration Expenses 2,870 2,509 

5,854 5,046 

3. Advertising And Promotion Expenses 

2002-03 2001-02 

$’000 $’000 

Advertising – Production and Placement 2,290 7,150 

Promotions and Cooperative Campaigns 2,941 1,491 

Collateral – Production and Distribution 384 738 

Travel Shows, Seminars, etc. 1,202 559 

Electronic Distribution 157 519 

Familiarisation Visits 2,529 2,455 

General Expenses 897 695 

10,400 13,607 

4. Borrowing Costs Expense 

2002-03 2001-02 

$’000 $’000 

Interest paid to WA Treasury Corporation 1 3 

5. Capital User Charge 

2002-03 2001-02 

$’000 $’000 

Capital User Charge 450 426 

A capital user charge rate of 8% has been set by the Government for 2002-03 and represents the opportunity cost 

of capital invested in the net assets of the Western Australian Tourism Commission used in the provision of outputs. 

The charge is calculated on the net assets adjusted to take account of exempt assets. Payments are made to the 

Department of Treasury and Finance on a quarterly basis. 

68 



6. Depreciation Expense 

2002-03 2001-02 

$’000 $’000 

Furniture, Fittings and Equipment 91 80 

Computer Equipment 277 276 

Leasehold Improvements 56 60 

424 416

7. Employee Expenses 

2002-03 2001-02 

$’000 $’000 

Wages and Salaries 8,127 7,070 

Superannuation 893 486 

Long Service Leave 174 247 

Annual Leave 518 484 

Redundancy 108 - 

Other Related Expenses (i) 641 601 

10,461 8,888 

(i) These employee expenses include superannuation, payroll tax, workers’ compensation premiums and other 

employment-relayed on-costs associated with the recognition of annual and long service leave liability. The related 

on-costs liability is included in employee benefit liabilities at Note 24. 

8. Event Operation Expenses 

(i) The expenditure and revenue totals for 2002-03 increased from the previous year due to an increase in the 

number of, and cost of, events managed and funded during the year. 

2002-03 2001-02 

$’000 $’000 

Event Expenditure 13,512 12,591 

Event Revenue (5,143) (4,758) 

8,369 7,833 

ii) Event revenue is comprised of cash, as well as the value of goods and services received for management and 

sponsorship of events conducted by EventsCorp, a division of the Western Australian Tourism Commission. The 

following is an analysis of the contra-goods and services received in lieu of cash sponsorship. The amounts have 

been incorporated in the relevant expenditure and revenue items. 

2002-03 2001-02 

Classification of Contra-Goods and Services $’000 $’000 

Event – Services - 62 

- Operational 676 639 

- Promotional - 130 

- Marketing 815 599 

- Administration 126 56 

1,617 1,486 

(iii) Event expenditure reflects the use of event revenue, funding sponsorships and funds from the Consolidated Fund 

to meet costs such as administration, operational and service costs, advertising and promotions, communications 

and prize money. It also includes expenditure incurred in bidding for events and the allocation of funding to 

private organisations involved in managing events. 

9. Grants for Tourist Facilities and Organisations 

2002-03 2001-02 

$’000 $’000 

Regional Tourism Authorities 1,438 1,379 

WA Rural and Regional Marketing Assistance Scheme 293 321 

Country Visitor Centre Sustainability Enhancement Scheme 333 287 

Metropolitan Visitor Centre Sustainability Enhancement Scheme 31 - 

Other Grants 302 765 

2,397 2,752 

69 





10. Office Accommodation And Equipment Rental Expenses 

2002-03 2001-02 

$’000 $’000 

Lease Rentals 1,327 1,287 

Repairs and Maintenance 124 52 

Cleaning 23 22 

Equipment Rentals 4 144 

Rates and Taxes 10 10 

1,488 1,515 

11. Contract For Service – Perth Convention Bureau 

2002-03 2001-02 

$’000 $’000 

1,010 1,010 

On 1 October 1998, the Western Australian Tourism Commission entered into a contract for service with the Perth 

Convention Bureau Inc (PCB) for the provision of the Convention and Incentive Travel Output previously undertaken by 

a division of the Western Australian Tourism Commission. 

12. Industry Contributions 

2002-03 2001-02 

$’000 $’000 

Cash Contributions 1706 1,966 

Non Cash Contributions 2,010 1,530 

3,716 3,496 

13. Net Gain/(Loss) On Disposal Of Non-current Assets 

2002-03 2001-02 

$’000 $’000 

Gain on Disposal of non-current assets 

Computer Equipment 7 7 

Furniture, Fittings and Equipment 1 - 

8 7 

Loss on Disposal of non-current assets 

Leasehold (4) - 

( 4) - 

70 



Net gain/(loss) 4 7 

14. Travel Agents’ Commission 

Commission on Bookings by Western Australian Visitor 

Centre 

2002-03 2001-02 

$’000 $’000 

460 529

15. Other Revenue From Ordinary Activities 

2002-03 2001-02 

$’000 $’000 

WA Tourism Network Membership Fees 10 93 

Rents Received 52 66 

Sale of Merchandise and Publications 63 102 

Other Revenue 351 282 

476 543 

16. Revenues (To) / From State Government 

2002-03 2001-02 

$’000 $’000 

Appropriation revenue received during the year: 

- Output Appropriation (i) 35,410 33,015 

Total Appropriation 35,410 33,015 

The following assets have been (transferred to) / received 

from other government agencies during the financial year: 

- Cash - 56 

- Fixed assets - (12) 

- Rottnest Island Authority (1,727) (1,015) 

Total Assets transferred (1,727) (971) 

Resources Received Free-of-Charge (ii) 

Determined on the basis of the following estimates 

provided by agencies: 

- Office of the Auditor General 58 52 

Total Resources Received Free-of-Charge 58 52 

Total Revenues from State Government 33,741 32,096 

(i) Output appropriations are accrual amounts reflecting the full cost of outputs delivered. The appropriation revenue 

comprises a cash component and a receivable (asset). The receivable (holding account) comprises the depreciation 

expense for the year and any agreed increase in leave liability during the year. 

(ii) Where assets or services have been received free-of-charge or for nominal consideration, the Western Australian 

Tourism Commission recognises revenues (except where the contribution of assets or services is in the nature 

of contributions by owners in which case the Western Australian Tourism Commission shall make a direct 

adjustment to equity) equivalent to the fair value of the assets and/or the fair value of those services that can 

be reliably determined and which would have been purchased if not donated, and those fair values shall be 

recognised as assets or expenses, as applicable. 

17. Restricted Cash Assets 

2002-03 2001-02 

$’000 $’000 

Western Australian Visitor Centre 116 152 

The Restricted Cash Assets relate to the Western Australian Visitor Centre operations and comprise deposits held on 

behalf of clients and amounts due to creditors. 

71 





18. Receivables 

2002-03 

$’000 

2001-02 

$’000 

Current 

Trade Debtors 600 4,740 

Provision for Doubtful Debts (43) (35) 

GST Receivable 437 (22) 

994 4,683 

Non-Current 

Hotham Valley Tourist Railway (HVTR) 2,168 2,168 

Provision for Doubtful Debts (HVTR) (2,168) (2,168) 

- - 

(i) Hopman Cup Venture 

Hopman Cup is an international tennis event, the organisation of the 2003 event was transferred from Paul McNamee 

Enterprises Pty Ltd to the International Tennis Federation (ITF). The ITF commenced activity in February 2002, as 

its financial year-end is 30 March 2003, the share of profit is based on fourteen months. Under the Hopman Cup 

agreement, the Western Australian Tourism Commission is entitled to 25% of the profits of the venture. 

2002-03 2001-02 

$’000 $’000 

Distribution due at start of period 112 32 

- Adjustment 1999 event 5 - 

Plus Share of Profits for the 2001 event 194 80 

311 112 

Less Distribution Received (117) - 

Balance due at end of period 194 112 

(ii) Credit Risk 

In 1997-98, the Western Australian Tourism Commission engaged a consultant to provide a report into the finances 

of HVTR. 

The report detailed that “Hotham Valley Tourist Railway has liabilities far in excess of the recorded book value of the 

association’s assets. The majority of these liabilities are owed to the Western Australian Tourism Commission and it is 

improbable that a substantial portion of this debt will ever be repaid.” Based on this advice, a provision to cover the 

receivable is included in the financial statements. 

19. Amounts Receivable For Outputs 

72 



2002-03 2001-02 

$’000 $’000 

Current 424 424 

Non-current - - 

424 424 

This asset represents the non-cash component of output appropriations. It is restricted in that it can only be used for 

asset replacement or payment of leave liability.

20. Other Assets 

Accrued income relates to travel agents’ commissions due on tickets sold but not deducted from payments to travel 

operators and interest earned but not credited. Prepayments relate to an overseas office lease, a computer software 

maintenance contract, deposits for future activities, rent in advance and contract milestone payments for future events 

and the payment for the international television Rights for Rally Australia. 

2002-03 2001-02 

$’000 $’000 

Accrued Income 16 7 

Prepayments 3,089 1,958 

3,105 1,965 

21. Non-current Assets 


$’000 

2001-02 

$’000 

Land – At Fair Value 2,530 2,640 

Leasehold Improvements – At Cost 606 617 

Less Accumulated Depreciation (514) (465) 

92 152 

Furniture, Fittings and Equipment – At Cost 1,034 951 

Less Accumulated Depreciation (727) (641) 

307 310 

Computer Equipment – At Cost 1,650 1,471 

Less Accumulated Depreciation (1,216) (1,013) 

434 458 

3,363 3,560 

Crown Land properties situated at Lake Argyle and Donnelly River have been vested in the Western Australian Tourism 

Commission with the power to lease for the purpose of tourism and recreation. The land was valued at $2,530,000 by 

the Valuer General on 1 July 2002 using the ‘Highest and Best’ method and is the value recorded in the Government 

Property Register. 

Reconciliations 

Reconciliation of the carrying amounts of Property, Furniture, Fittings, Equipment and Computer Equipment at the 

beginning and end of the current year and the previous financial year are set out on the following page. 

73 





21. Non-current Assets (Continued) 

2002-03 Land 

Leasehold 

Improvements 

Furniture, 

Fittings and 

Equipment 

Computer 

Equipment 

$’000 $’000 $’000 $’000 $’000 

Carrying amount at start of year 2,640 152 310 458 3,560 

Additions - - 93 252 345 

Disposals - (11) (9) (74) (94) 

Depreciation - (49) (87) (202) (338) 

Revaluation Decrements (110) - - - (110) 

Carrying amount at end of year 2,530 92 307 434 3,363 

2001-02 Land 

Leasehold 

Improvements 

Furniture, 

Fittings and 

Equipment 

Computer 

Equipment 

$’000 $’000 $’000 $’000 $’000 

Carrying amount at start of year 2,630 212 364 444 3,650 

Additions - - 34 300 334 

Disposals - - (23) (177) (200) 

Depreciation - (60) (65) (109) (234) 

Revaluation Increments 10 - - - 10 

Carrying amount at end of year 2,640 152 310 458 3,560 

22. Payables 


2001-02 

$’000 

$’000 

Trade Payables 718 232 

23. Interest-bearing Liabilities 


$’000 

$’000 

Borrowings from WA Treasury Corporation - Current - 27 

24. Provisions 

Total 

Total 

2001-02 

- Non-current - - 

- 27 

The aggregate employee-entitlement liability recognised and included in the financial statements is as follows: 

74 



Provision for employee entitlements 2002-03 

$’000 

2001-02 

$’000 

Current Liabilities: 

Annual Leave 791 716 

Redundancy 108 - 


1,429 1,139 

Non-Current Liabilities: 


Superannuation 1,498 1,347 

Retirement, Termination, Redundancy Payments 358 383 

Deferred Salary Scheme 3 - 

2,760 2,493

(i) The settlement of annual and long service leave liabilities gives rise to the payment of employment on-costs including 

superannuation, payroll tax and workers’ compensation premiums. The liability for such on-costs is included here. 

The associated expense is included under Other related expenses (Under Employee expenses) at note 7. 

(ii) The superannuation liability has been established from data supplied by the Government Employees 

Superannuation Board. 

(iii) Some overseas officers have an employment condition that requires the payment of up to 1.25 months salary for 

each completed year of service on retirement or termination. This condition is consistent with the employment 

conditions for the country in which the officers work. 

The Western Australian Tourism Commission considers the carrying amount of employee entitlements approximates 

its net fair value. 

Employee Benefit Liabilities 

The aggregate employee benefit liability recognised and included in the financial statements is as follows: 

Provision for employee entitlements 2002-03 

$’000 

2001-02 

$’000 

Current Liabilities 1,429 1,139 

Non-Current Liabilities 2,760 2,493 

4,189 3,632 

25. Other Liabilities 


$’000 

2001-02 

$’000 

Accrued Salaries 241 173 

Accrued Expenses 1,198 1,762 

Income in Advance 54 441 

Deferred Grants 2,008 2,057 

3,501 4,433 

26. Equity 


$’000 

2001-02 

$’000 

Contributed Equity 

Opening Balance 482 - 

Capital Contributions (i) 27 482 

Closing Balance 509 482 


(i) Capital Contributions, have been designated as contributions by owners and are credited directly to equity in the 

Statement of Financial Position. 

Asset Revaluation Reserve 


$’000 

2001-02 

$’000 

Opening Balance 2,640 2,630 

Net Revaluation Increments (i) (110) 10 

Closing Balance 2,530 2,640 

Revaluations recognised during the year were in respect of: 

Crown Land Reserves situated at Lake Argyle - 10 

Crown Land Reserves situated at Donnelly River (110) - 

(110) 10 

75 




26. Equity (Continued) 

(i) The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets, 

as described in accounting policy note 1(g). 

Accumulated Surplus 


$’000 

2001-02 

$’000 

Opening Balance 2,857 7,395 

Change in Net Assets (2,143) (4,538) 

Closing Balance 714 2,857 

27. Notes To The Statement Of Cash Flows 

(a) Reconciliation of cash 

Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to the related items in the 

Statement of Financial Position as follows: 


$’000 

2001-02 

$’000 

CASH ASSETS 

- Cash at Bank General Account 1,997 (115) 

- Cash on Hand and Permanent Advances 44 120 

- Temporary Advances 8 4 

- Term Deposits 2,000 3,500 

- Cash Management General Account 110 10 

4,159 3,519 

RESTRICTED CASH ASSETS 

- Cash at Bank Trust Account 116 152 

116 152 

4,275 3,671 

(b) Reconciliation of net cost of services to net cash flows provided by/(used in) operating activities 


2001-02 

$’000 

$’000 

Net cost of services (35,937) (36,634) 

Non-cash items: 

Depreciation expense 424 416 

Doubtful debt expense 9 35 

Resources received free-of-charge 58 52 

(Profit)/loss on sale of property, plant and equipment (4) (7) 

76 



(Increase)/decrease in assets: 

Current receivables (iii) 814 (797) 

Other current assets (1,140) (1,120)

Increase/(decrease) in liabilities: 

Current payables (iii) 426 (114) 

Current provisions 291 105 

Other current liabilities (879) 888 

Non-current provisions 267 (149) 

Other non-current liabilities 

Net GST receipts/(payments) (i) (534) (64) 

Change in GST in receivables/payables(ii) 459 201 

Net cash provided by/(used in) operating activities (35,746) (37,188) 

(i) This is the net GST paid/received, ie Cash transactions. 

(ii) This reverses out the GST in accounts receivable and payable. 

(iii) Note that ATO receivable/payable in respect of GST and receivable/payable in respect of the sale/purchase of noncurrent 

assets are not included in these items as they are not reconciling items. 

(c ) Non-cash financing and investing activities 

During the year, the following assets were transferred to other agencies and are not reflected in the Statement of 

Cash flows: 

Transfers to Other Agencies 


$’000 

2001-02 

$’000 

Computer Equipment - 7 

Furniture - 5 

- 12 

(d) At the reporting date Western Australian Tourism Commission had fully drawn on all financing facilities, 

details of which are disclosed in the financial statements. 

28. Resources Received Free-of-charge 

Resources received free-of-charge have been determined on the basis of the following estimates provided by agencies: 


2001-02 

$’000 

$’000 

Office of the Auditor General – Audit Fees 58 52 


77 




29. Commitments For Expenditure 

(a.) Non-cancellable operating lease commitments 

The Western Australian Tourism Commission leases its motor vehicle fleet from Matrix Finance Group Limited and rents 

property under lease to the Minister for Housing and Works. Commitments for minimum lease payments are payable as 

follows: 


2001-02 

$’000 

$’000 

Due within one year 1,405 1,417 

Due later than one year and not later than five years 670 1,365 

Due later than five years 193 263 

2,268 3,045 

(b.) Other expenditure commitments contracted at the reporting date but not recognised as liabilities, are 

payable as follows: 


2001-02 

$’000 

$’000 

Due within one year 9,262 5,253 

Due later than one year and not later than two years 6,020 3,300 

Due later than two years 17,843 2,800 

From time to time, the Western Australian Tourism Commission enters into forward contracts for transactions in foreign 

currency. At 30 June 2003, there were no contracts awaiting settlement. 


2001-02 

$’000 

$’000 

Forward Purchase Contracts - 526 

Forward Selling Contracts - - 

There are no significant capital commitments. 

30. Contingent Liabilities And Contingent Assets 

In addition to the liabilities incorporated in the financial statements, the Western Australian Tourism Commission has 

the following contingent liability; 

78 



The Western Australian Tourism Commission has a contingent liability under an agreement with Paul McNamee 

Enterprises Pty Ltd and Paul Francis McNamee in respect to the Hopman Cup, an annual international mixed 

teams tennis event. Under the agreement, the Western Australian Tourism Commissionis required to meet the first 

$2,000,000 of any loss or deficit. 

The Western Australian Tourism Commission had no contingent assets at 30 June 2003.

31. Explanatory Statement 

(i) Significant variations between estimates and actual results for the financial year. 

Details and reasons for significant variations between estimates and actual results are listed below. Significant 

variations are considered to be variations that are either greater than $200,000, or 10% of budget. 

CLASS 

ESTIMATES 


$’000 

ACTUAL 


$’000 

VARIANCE 

Expenditure 

Advertising and Promotions 12,107 10,400 1,707 

Employee Entitlements 9,776 10,461 (685) 

Event Operations 13,800 13,512 288 

Grants for Tourism Facilities and Organisations 3,133 2,397 736 

Advertising and Promotions 

The Western Australian Tourism Commission deferred the commencement of advertising campaigns due to the 

outbreak of Severe Acute Respiratory Syndrome. Some campaigns have commenced and will be finalised during the 

next financial year. 

Employee Entitlements 

Increase in staff displaced following an internal restructure. Staff have been employed to commence work on the 

Rugby World Cup which has been budgeted in the 2003-04 financial year. 

Event Operations 

Decrease in expenditure versus budget relates to the deferral of future event funding to 2003-04, this is largely 

offset by a budget over-run for the Rally Australia 2002 event, major reasons for the over-run were an increase in 

insurance and administration charges and increases in the operational costs of the event. 

Grants for Tourism Facilities and Organisations 

The difference relates to unallocated funds for the Country Visitor Centre Sustainability Enhancement Scheme and 

the WA Regional and Rural Marketing Assistance Schemes, funding for these schemes will be carried forward and 

will be expended in 2003-04. 

(ii) Significant variations between actual revenues and expenditures for the financial year and revenues 

and expenditures for the immediately preceding financial year. 

The Western Australian Tourism Commission’s policy requires explanations of significant variations between the actual 

results of the current year compared to the actual results of the previous year if the results are not reported in a 

separate note. Significant variations are considered to be variations that are either greater than $200,000, or 10% 

of the amounts for the previous year. 

$’000 


CLASS 

ACTUAL 


$’000 

ACTUAL 

2001-02 

$’000 

VARIANCE 

Expenditure 

Administration Expenses 5,846 5,046 800 

Advertising and Promotions 10,400 13,607 (3,207) 

Employee Entitlements 10,461 8,888 1,573 

Event Tourism 13,512 12,591 921 

Grants for Tourist Facilities and Organisations 2,397 2,752 (355) 

Revenue 

Event Operations 5,143 4,758 385 

Industry Contribution 3,716 3,496 220 

$’000 

79 




80 



31. Explanatory Statement (Continued) 

Administration Expenses 

See Note 2. 

Advertising and Promotions 

The 2001-02 actual includes the production of the current advertising campaign, additional expenditure relating 

to the recovery from the terrorist attacks in America and the demise of Ansett Airlines. Additionally, during 2002- 

03, the Western Australian Tourism Commission deferred the commencement of advertising campaigns due to the 

outbreak of Severe Acute Respiratory Syndrome. Some campaigns have commenced but will be finalised during the 

next financial year. 

Event Operations-Expenditure 

Increase in the annual cost of Hopman Cup and the Johnnie Walker golf tournament and additional expenditure 

made for Rally Australia. 

Employee Entitlements 

The increase over 2001-02 was the result of full-year cost associated with an internal restructure which saw 

additional staff being employed to undertake core activity that had previously been outsourced, contract and 

temporary officers were also converted to salaried positions. 

Grants for Tourist Facilities and Organisations 

Expenditure during 2001-02 was greater due to a special grant made to the Travel Compensation Fund. 

Event Operations-Revenue 

Increase in share of profits from Hopman Cup. 

Industry Contributions 

Increased contributions to the Western Australian Tourism Commission’s familiarisation program and advertising 

campaigns from the private sector. 

32. Financial Instruments Disclosures 

(a) Interest Rate Risk Exposure 

The following table details Western Australian Tourism Commission’s exposure to interest rate risk as at the reporting date. 

Weighted 

average effective 

interest rate 

Floating 

interest 

rate 

30 June 2003 % $’000 

Fixed interest rate maturities 

1 Year or 

Less 

$’000 

1 to 5 

Years 

$’000 

Non 

Interest Total 

Bearing 

Over 5 

Years 

$’000 $’000 $’000 

Assets 

Cash Assets 3.69% 4,107 - - - 52 4,159 

Restricted Cash Assets 2.08% 116 - - - - 116 

Receivables - - - 994 994 

Total financial assets 4,223 1,046 5,269 

Liabilities 

Payables - - - - 718 718 

Other Liabilities - - - - 3,501 3,501 

Interest-bearing Liabilities - - - - - - 

Total financial liabilities - - - - 4,219 4,219 

Net financial assets 

4,223 - - - (3,173) 1,050 

(liabilities) 

30 June 2002 

Financial Assets 3,473 - - - 4,881 8,354 

Financial Liabilities - (27) - - (4,739) (4,766)

(b) Credit Risk Exposure 

All financial assets are unsecured. 

The carrying amounts of financial assets represent the Western Australian Tourism Commission’s maximum exposure 

to credit risk in relation to those assets. 

(c) Net Fair Values 

The carrying amount of financial assets and financial liabilities recorded in the financial statements are not materially 

different from their net fair values, determined in accordance with the accounting policies disclosed in Note 1 to the 

financial statements. 

33. Remuneration Of Members Of The Accountable Authority And Senior Officers 

Remuneration of Members of the Accountable Authority 

The number of members of the Board, whose total fees, salaries, superannuation and other benefits received, or 

due and receivable, for the financial year, fall within the following bands are: 

$ 1 - $ 10,000 

$ 10,001 - $ 20,000 

$ 30,001 - $ 40,000 


No. 

1 

6 

1 

2001-02 

No. 

11 

2 

- 

2002-03 2001-02 

$’000 

$’000 

The total remuneration of the members of the Accountable Authority is: 118 92 

The superannuation included here represents the superannuation expense incurred by WATC in respect to members 

of the Board. No members of the Board are members of the pension scheme. 

Remuneration of Senior Officers 

The number of senior officers other than the members of the Board, whose total fees, salaries, superannuation and 

other benefits for the financial year, fall within the following bands are: 

$ 30,001 - $ 40,000 

$ 90,001 - $100,000 

$100,001 - $110,000 

$110,001 - $120,000 

$130,001 - $140,000 

$150,001 - $160,000 

$250,001 - $260,000 


No. 

1 

1 

- 

2 

- 

1 

1 

2001-02 

No. 

- 

1 

4 

- 

1 

- 

- 


The total remuneration of senior officers is: 

Note: Some members of the accountable authority were not employed for a full year in 2001-02. 


$’000 

2001-2002 

$’000 

754 656 

The superannuation included here represents the superannuation expense incurred by Western Australian Tourism 

Commission in respect of senior officers other than senior officers reported as members of the Board. 

No senior officers are members of the pension scheme. 

81 




34. Affiliated Body 

On 1 October 1998, the Western Australian Tourism Commission entered into a contract for service with the Perth 

Convention Bureau Inc (PCB) for the provision of the Convention and Incentive Travel Output previously undertaken 

by a division of the Western Australian Tourism Commission. 

The Western Australian Tourism Commission controls the activities of the Perth Convention Bureau to the extent 

that it provides the majority of the Perth Convention Bureau’s funding and that the Perth Convention Bureau has 

contracted to submit their annual operational plan and budget for approval by the Western Australian Tourism 

Commission prior to implementation. The Perth Convention Bureau is not subject to operational control by the 

Western Australian Tourism Commission. 

During 2002-03, payments totalling $1,268,300 were made to the Perth Convention Bureau. 

35. Supplementary Financial Information 


$’000 

2001-02 

$’000 

Write-offs 

Revenue and public and other property written off during the financial year. 3 35 

Losses 

Losses of public monies and other monies, and public and other property 

through theft, default or otherwise, written off. 

1 - 

Act of Grace Payments 

Payments made 2 - 

36. Events Occurring After Reporting Date 

In August 2003, a Statement of Liquidated Claim seeking $600,000 plus interest and costs in respect to a contract 

between the Western Australian Tourism Commission and Elle Racing Pty Ltd was re-instated by the New South 

Wales District Court, the claim was initially received during 1998-99 and subsequently struck out during 2001-02. 

Liability has not been admitted and the claim is being defended. Provision for this claim has not been recognised in 

the accounts. 

The Statement of Financial Position and the Statement of Financial Performance have been prepared on the basis of 

conditions existing at reporting date. There is no other additional evidence of events or conditions occurring after 

balance date that may have an effect on the financial statements. 

37. Direction By The Minister 

82 



Section 16 (2) of the Western Australian Tourism Commission Amendment Act 1994 requires that the text of any 

written directions from the Minister are to be included as a note to the Financial Statements. There were no such 

directions received during 2002-03.

38. Output Reporting 

($’000) 

Destination 

Marketing Event Tourism 

Convention and 

Incentive Travel 

2002-03 2001-02 2002-03 2001-02 2002-03 2001-02 

Operating Expenses 

Administration Expenses 2,538 2,264 490 334 1 2 

Advertising and Promotions 9,732 12,884 69 0 115 4 

Contract for Service - - - - 1,010 1,010 

Event Operations 17 1 13,493 13,048 - 1 

Grants, Tourist Facilities and Organisations 293 601 - - - - 

Office Accommodation 710 636 133 145 - 7 

Salaries, Wages and Superannuation 3,867 3,053 645 721 32 34 

Total Operating Expenses 17,157 19,439 14,830 14,248 1,158 1,058 

Revenues from Services 

Event Operations - - 5,143 4,747 - - 

Industry Contributions 3,222 3,432 - - 100 - 

Other Revenue 90 94 - - 4 4 

Total Revenues from Services 3,312 3,526 5,143 4,747 104 4 

Net Cost of Services 13,845 15,913 9,687 9,501 1,054 1,054 

Revenues from Government 

Appropriation 14,388 10,989 9,526 9,752 1,041 1,041 

Grants Received - 3,000 - - - - 

Resources Received Free-of-Charge - - - - - - 

Total Revenues from Government 14,388 13,989 9,526 9,752 1,041 1,041 

Change in net assets resulting from Operations 543 (1,924) (161) 251 (13) (13) 

($’000) 

This follows on from the table above 

Industry 

Development Visitor Servicing 

Corporate and 

Operational Support Total 

2002-03 2001-02 2002-03 2001-02 2002-03 2001-02 2002-03 2001-02 

Operating Expenses 

Administration Expenses 1,118 570 617 592 1,975 1,737 6,739 5,499 

Advertising and Promotions 280 175 204 501 - 43 10,400 13,607 

Contract for Service - - - - - - 1,010 1,010 

Event Operations 2 - - - 8 13,512 13,058 

Grants, Tourist Facilities and 

1,529 1,350 551 294 24 507 2,397 2,752 

Organisations 

Office Accommodation 204 228 225 243 216 216 1,488 1,475 

Salaries, Wages and Superannuation 1,640 1,377 1,409 1,489 2,868 2,214 10,461 8,888 

Total Operating Expenses 4,773 3,700 3,006 3,119 5,083 4,725 46,007 46,289 

Revenues from Services 

Event Operations - - - - - 11 5,143 4,758 

Industry Contributions 48 41 334 23 12 - 3,716 3,496 

Other Revenue 35 71 557 754 578 478 1,264 1,401 

Total Revenues from Services 83 112 891 777 590 489 10,123 9,655 

Net Cost of Services 4,690 3,588 2,115 2,342 4,493 4,235 35,884 36,634 

Revenues from Government 

Appropriation 4,231 2,373 1,949 3,065 2,548 4,791 33,683 32,011 

Capital Appropriation - - - - 1,727 1,004 1,727 1,004 

Transfers From / (To) Other Agencies - (2,956) - - - - - 44 

Transfers to Rottnest Island Authority (1,727) (1,015) (1,727) (1,015) 

Resources Received Free-of-Charge 58 52 58 52 

Total Revenues from Government 4,231 (583) 1,949 3,065 2,606 4,832 33,741 32,096 

Change in net assets resulting from 

Operations 

(459) (4,171) (166) 723 (1,887) 597 (2,143) (4,538) 

83 





Certification of Financial Statements for the Year Ended 

30 June 2003 

The accompanying financial statements of the Western Australian Tourism Commission have been prepared in 

compliance with the provisions of the Financial Administration and Audit Act 1985 from proper accounts and 

records to present fairly the financial transactions for the year ended 30 June 2003 and the financial position as at 

30 June 2003. 

At the date of signing, we are not aware of any circumstances which would render the particulars included in the 

financial statements misleading or inaccurate. 

Alan Mulgrew 

CHAIRMAN 







84 



Richard Wilson 

EXECUTIVE DIRECTOR 

Corporate And Business Services 

Principal Accounting Officer 


Appendices 

Advertising and Sponsorship 

As required by Section 175ZE of the Electoral Act 1907, the Commission reports that it has incurred expenditure 

during the financial year ended 30 June 2003 on the following: 

$ 

(a) Advertising Agencies 596,848 

(b) Market Research Organisations 874,567 

(c) Polling Organisations 0 

(d) Direct Mail Organisations 2,570 

(e) Media Advertising Organisations 3,225,347 

4,699,332 

(a) Advertising Agencies 

Compac Marketing 248,973 

303 Advertising 229,412 

Marketforce Productions 85,043 

Ward Holt Pty Ltd 33,420 

596,848 

APPENDICES 

(b) Market Research Organisations 

Bureau of Tourism Research 245,479 

Donovan Research 228,273 

Roy Morgan Research 199,784 

Market Equity P/L 144,689 

Patterson Market Research 56,342 

874,567 

(c) Polling Organisations 0 

(d) Direct Mail Organisations 

Brochure Direct Ltd 2,471 

Impact Publications 99 

2,570 

(e) Media Advertising Organisations 

Media Decisions 2,157,277 

Marketforce Pty Ltd 682,687 

The Ten Group Limited 330,000 

BNC Television Service P/L 34,406 

Advance Press Pty Ltd 12,610 

Countrywide Publications 7,200 

Richmond News 492 

Eaton-Australind Newspaper Dis 313 

Business News 149 

Rural Press Regional Media (WA) 143 

Niche Media Pty Ltd 70 

3,225,347 

85 



APPENDICES 

Disability Services, Cultural Diversity and 

Language Services 

Although the Western Australian Tourism Commission 

does not have any statutory control over private sector 

tourism operators, regular and ongoing discussions 

with the operators have ensured that the language, 

cultural and disability needs of tourists are continually 

assessed and responded to where possible. 

In relation to disability services, the Western Australian 

Tourism Commission has achieved the following: 

Outcome 1: Existing services are adapted to ensure 

they meet the needs of people with disabilities 


undertakes disability service planning as part 

the Western Australian Tourism Commission’s 

responsibilities under the Western Australian Disability 

Services Act 1993. The objective of this planning 

process is to ensure that people with disabilities, their 

families and carers can, wherever possible, access 

services provided and/or promoted by the Western 


Additionally, the public can find this disability service 

information via the advanced search function on the 

Western Australian Tourism Commission’s internet site 

(www.westernaustralia.net) 

Future website development will take into account 

the “Guidelines for State Government Websites” (July 

2002). 

Outcome 4: Advice and services are delivered by 

staff who are aware of and understand the needs of 

people with disabilities 

The Western Australian Visitors’ Centre staff induction 

includes training in disability services. This aids staff in 

providing appropriate advice and assistance to people 

with disabilities. 

Outcome 5: Opportunities are provided for people 

with disabilities to participate in public consultations, 

grievance mechanisms and decision-making processes 

Future website development will enhance the capacity 

for people with disabilities to lodge grievances; and 

generally make comment on tourism-related matters. 

During 2003-2004 the Western Australian Tourism 

Commission’s head office will be relocated to new 

premises. The needs of persons with disabilities 

are being taken into account in designing the 

floors occupied by the Western Australian Tourism 

Commission. 

Energy Smart Government Program 

The Western Australian Tourism Commission’s baseline 

energy consumption from 2001-2002 was 1,591,859 

MJ, at a cost of $64,205, which generated 407 tonnes 

of greenhouse gas emissions. This excluded energy 

usage in the Western Australian Tourism Commission’s 

international, interstate and intrastate regional offices. 

Outcome 2: Access to buildings and facilities is 

improved 

Advice is given to developers to ensure construction 

and fittings of facilities are to ACROD and building 

code standards. 

In accordance with the Energy Smart Government 

Policy, a reduction of 5% was required to be made in 

2002-2003, for an overall energy consumption of 

1,512,266 MJ. as head Office will be relocated 

some time in 2003-2004 the Western Australian 

86 



During the 2003 Visitor Centre Association of Western 

Australia annual conference, participants will be 

briefed on Visitor Centres’ responsibilities in dealing 

with people with disabilities. 

Outcome 3: Information about services is provided 

in formats which meet the communication 

requirements of people with disabilities 

A comprehensive disability access survey of tourism 

operators is used to improve the information 

available to people with a disability, and their 

families, planning holidays and/or travel. This survey is 

recorded on a database, which is available to the 40 

Western Australian Tourism Network Visitor Centres. 

Tourism Commission, with the understanding of 

the Sustainable Energy Development Office, has 

not invested in any energy saving programs. It was 

agreed that any measures put in place would require 

reinvestment in the new building and, with the 

exception of greenhouse gas emissions, would offset 

any savings made. 

The Western Australian Tourism Commission’s energy 

consumption for 2002-2003 was 1,807,268 MJ at 

a cost of $72,358, which generated 462 tonnes of 

greenhouse gas emissions.

Evaluation of Programs 

An independent review of the tourism industry’s five 

year plan (Partnership 21) was undertaken in 2002, 

with the review findings presented to the industry 

in November 2002. It was clear from the review 

that the tourism industry was seeking and expected 

leadership from the Western Australian Tourism 

Commission during the intense period of change being 

experienced. 

In response to the review, the Western Australian 

Tourism Commission has set forth an ambitious new 

strategic plan to be launched in September 2003. The 

strategic direction was set by the Board and Executive 

Management and all Divisions have evaluated their 

activities in light of the new strategic direction. The 

Western Australian Tourism Commission will facilitate 

improvement in the quality and quantity of tourism 

products and services and achieve greater leveraging 

of events and business tourism (meetings, conventions 

and exhibitions). There will also be a shift in focus, 

from mass media destination marketing to identified 

target segments that will deliver the best return on 

investment. 

The following schedule summarises the Freedom of 

Information applications for the year ended 30 June 

2003: 

Carried forward 30 June 2002 0 

New valid applications received 

year ended 30 June 2003 1 

_____ 

Total number of applications to process 1 

Activity Summary Year Ended 30 June 2003 

Number 

Completed 1 

Personal Information 0 

Non Personal Information 1 

Access 

Full 0 

Edited 1 

APPENDICES 

In line with the new strategic direction, the tourism 

regions were evaluated and the New Concept for 

State Tourism developed. The new regional strategy 

Withdrawn 0 

Transferred 0 

Outstanding 0 

is based on seven months of consultation with the 

tourism industry, regional tourism associations, 

Regional Development Commissions, local government 

authorities and other stakeholders. The New Concept 

for State Tourism strategies will take effect from 

January 2004. 

Ministerial Reporting 

During 2002–2003 the Western Australian Tourism 

Commission responded promptly to 588 Ministerial 

requests and 62 Parliamentary Questions. The Western 

Australian Tourism Commission also provided 890 

The strategic plan forms the basis of the annual 

operational plan, which guides the activities of all staff. 

As a result of planning, additional resources have been 

briefing notes, speeches and draft media releases 

relevant to operational objectives, investment or 

financing activities. 

directed towards the Industry Development and Visitor 

Servicing function. 

Freedom of Information 


complies with the Freedom of Information Act 1992. 

Applications to access the Western Australian Tourism 

Commission’s records and Information Statement, 

including all associated fees, should be made through 

the Western Australian Tourism Commission’s Freedom 

of Information Coordinator. 

Publications 

The Western Australian Tourism Commission produced 

a range of publications. Copies of publications are 

available by contacting the Western Australian Tourism 

Commission or by visiting www.tourism.wa.gov.au 

87 



APPENDICES 

Publication 

Annual Report 2001-2002 

Cooperative Marketing Guide 

Corporate Plan 2002-2004 

Brand WA Guidelines 

In Touch Newsletter 

Innovations Newsletter 

Best on Earth in Perth 2002 & 2003 Calendar 

Best on Earth in Perth Fact Sheets 

New Concept for State Tourism Position Paper 

Perth, Fremantle and Surrounds Guide 

Magnetic North Holiday Guide 

Wildflower Holiday Guide 

Winter Breaks Holiday Guide 

Winter Breaks Research ‘An explanation of industry and consumer perceptions’ 

Research Brief on Tourism (2 issues per year) 

Rugby World Cup 2003 OTA Newsletter 

Tourism Research Review WA State (Domestic: visitor numbers, expenditure, travel 

characteristics) 

Price 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

$22.00 

Touristics (annual subscription – 2 issues per year) $22.00 

Tourism Research Reviews – WA regions (11 regions) (visitor numbers, expenditure, 

travel characteristics) 

Tourism Research Reviews – Towns/Shires (14 localities) (commercial accommodation 

statistics, transport statistics et al) 

Guidelines for Tourism Signs — a set of guidelines for sign-posting tourist attractions 

and visitor service facilities 

Market Analysis Templates 2003 

Designing Tourism Naturally $35.00 

Tourism Development Register 

Tourism Infrastructure and Product Development Plans 2004-2013 – for each of the 10 

tourism regions of WA. 

Tourism Advantage: Education Resource Kit $30.00 

Understanding WA Visitor Information Needs 

Quickstart Guide to Tourism Business 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

Free 

88 



Research and Development Summary 2002/2003 

The Western Australian Tourism Commission undertakes a variety of research and development projects. 

Research and Development Activity 

Australian Tourism Data Warehouse (ATDW) 

International Contact Management System 

Interactive Television Development Strategy 

Market Analysis Templates 2003 

Tourism Satellite Account 

Waste Paper Recycling 

The Western Australian Tourism Commission has a paper recycling program in place. 

Status 

Ongoing 

Ongoing 

Completed 

Completed 

Ongoing

How to contact the Western Australian Tourism Commission 

Perth 

HEAD OFFICE 

16 St Georges Terrace, Perth, Western Australia 6000 

Tel: (08) 9220 1700 Fax: (08) 9220 1702 Web site: 

www.westernaustralia.net 

e-mail: info@tourism.wa.gov.au 

WESTERN AUSTRALIAN VISITOR CENTRE 

Forrest Place (Ground Floor, Albert Facey House, cnr 

Wellington Street), Perth, Western Australia 6000 

Tel: 1300 361 351 Fax: (08) 9481 0190 e-mail: 

travel@tourism.wa.gov.au 

Regional 

KIMBERLEY 

Suite 1, Cnr Dampier Street and Napier Terrace, 

Broome, Western Australia 6725 

Tel: (08) 9193 6122 Fax: (08) 9193 6142 

Email: kimberley@tourism.wa.gov.au 

PILBARA 

State Government Office Building, 

cnr Searipple & Welcome Roads, 

Karratha, Western Australia 6714 

Telephone: (08) 9185 0188, Facsimile: (08) 9185 0189 

Email: pilbara@tourism.wa.gov.au 

GASCOYNE 

34 Stuart Street, 

Carnarvon, Western Australia 6701 

Tel: (08) 9941 2406 Fax: (08) 9941 4713 

Email: gascoyne@tourism.wa.gov.au 

GREAT SOUTHERN 

Pyrmont House, 

110 Serpentine Road, Albany, Western Australia 6330 

Tel: (08) 9841 8599 Fax: (08) 9841 3319 

Email: southern@tourism.wa.gov.au 

Interstate 

VICTORIA 

Level 11, 50 Franklin Street, 

Melbourne Victoria 3000 

Tel: (03) 9663 2766 Fax: (03) 9663 2120 

Email: melbourne@tourism.wa.gov.au 

NEW SOUTH WALES 

116 Cathedral Street, 

Woolloomooloo NSW 2011 

Tel: (02) 9358 2499 Fax: (02) 9358 5633 

Email: watcnsw@tourism.wa.gov.au 

QUEENSLAND 

6th Floor, 87 Wickham Terrace, 

Spring Hill Qld 4004 

Tel: (07) 3832 8849 Fax: (07) 3832 8223 

Email: brisbane@tourism.wa.gov.au 

International 

JAPAN 

Australian Business Centre, New Otani Garden Court 

Building, 

Level 28F, 4-1 Kioi-cho, Chiyoda-ku 

Tokyo, Japan 102-0094 

Tel: 0011 81 3 5214 0797 Fax: 0015 81 3 5214 0799 

Email: japan@tourism.wa.gov.au 

APPENDICES 

MID WEST 

SGIO Building, cnr Chapman Road and Cathedral 

Avenue, 

Geraldton, Western Australia 6530 

Tel: (08) 9921 0716 Fax: (08) 9921 0707 

Email: midwest@tourism.wa.gov.au 

GOLDFIELDS/ESPERANCE 

377 Hannan Street, Kalgoorlie, Western Australia 6430 

Tel: (08) 9021 0821 Fax: (08) 9091 7340 

Email: goldfields@tourism.wa.gov.au 

SINGAPORE 

05-13 The Adelphi, 

1 Coleman Street, Singapore 179803 

Tel: 0011 65 6338 7772 Fax: 0015 65 6339 7108 

Email: singoff@tourism.wa.gov.au 

MALAYSIA 

4th Floor, UBN Tower, 

Letterbox 51, 10 Jalan P Ramlee, 50250 Kuala Lumpur 

Tel: 0011 60 3 2072 5996 Fax: 0015 60 3 2078 0380 

Email: dtan@tourism.wa.gov.au 

HEARTLANDS 

297 Fitzgerald Street, Northam, Western Australia 

6401 

Tel: (08) 9622 5627 Fax: (08) 9622 7098 

Email: heartlands@tourism.wa.gov.au 

PEEL 

Unit 11, 55 Mandurah Terrace, 

Mandurah, Western Australia 6210 

Tel: (08) 9535 6167 Fax: (08) 9535 4678 

Email: peel@tourism.wa.gov.au 

SOUTH WEST 

10th Floor, Bunbury Tower, 

61 Victoria Street, Bunbury, Western Australia 6230 

Tel: 08 9791 9000 Fax: 08 9791 7077 

Email: southwest@tourism.wa.gov.au 

UK/EUROPE 

5th Floor, Australia Centre, 

Strand, London WC2B 4LG United Kingdom 

Tel: 0011 44 20 7395 0580 Fax: 0015 44 20 7379 

9826 

Email: london@tourism.wa.gov.au 

GERMANY 

Franziskanerstrasse 15, (2nd Floor) 

81669 Muenchen, Germany 

Telephone: 0011 49 89 4411 9581 Fax: 0015 49 89 

4411 9582 

Email: watc-germany@tourism.wa.gov.au 

89

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